Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2024-09-30	48073000000	dkk
ifrs-full:Assets	2023-09-30	48159000000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2023-10-01	2024-09-30	27030000000	dkk
ifrs-full:Revenue	2022-10-01	2023-09-30	24500000000	dkk

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   <mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="s8_notesesefdkgaap__7__6-1" xml:lang="en">Reporting standards The disclosures in this Annual Report comply with the requirements of the EU’s Non-Financial Report-ing Directive and the Danish Financial Statements Act, sections 99a , 99b and 107d.  Our reporting in compliance with section 99a of the Danish Financial Statements Act can be found on the following pages:  • Business model: Pages 14-16• General ESG risk assessment: Pages 38-39• Risks, policies and activities regarding environ-ment and climate change: Pages 41-49• Risks, policies and activities regarding employeeconditions: Pages 53-54• Risks, policies and activities regarding humanrights: Pages 49 and 51-52• Risks, policies and activities regarding anti-cor-ruption: Pages 51-52• ESG performance data and accounting policies:Pages 119-126Sustainable Growth Leadership  In September 2020, we announced our Strive25 – Sustainable Growth Leadership strategy, covering a five-year period ending in 2025.  ‘Sustainable’ because it sends an important signal. Sustainability is a key enterprise theme. 'Growth' be-cause we want Coloplast to continue to be an inno-vative growth company. ‘Leadership' because we as-pire to lead our categories and because we aim to evolve the way we lead. With Strive25, we continue to focus on value crea-tion through growth above the market and industry-leading profitability. We pursue market-leading growth across all our business areas and geogra-phies. Our strategy has four enterprise-wide themes: Innovation, Unparalleled efficiency, Sustainability and Leadership, Culture and Organisation, all of which are enablers of the revenue growth and value creation that our business areas deliver.  Strive25 marks a period with significant investments in both organic and inorganic initiatives to drive growth and value creation during this strategic pe-riod and beyond.  In the first half of the strategic period, we made sig-nificant investments of up to 2% of annual revenue in incremental innovation and commercial activities. We also made three significant acquisitions to secure long-term growth and value creation options beyond 2025.  In 2020, Coloplast acquired an early-stage technol-ogy, Intibia™, for treatment of over-active bladder in Interventional Urology. The technology is expected to launch in 2025/26 and to support long-term growth above the market in Interventional Urology.  With the Atos Medical acquisition in 2022, Coloplast added the Voice and Respiratory Care business area to the portfolio. The business area represents a con-tinuous growth option in a chronic category with lim-ited competition and significant untapped potential.  Finally, with the acquisition of Kerecis in 2023, Colo-plast acquired a highly differentiated technology in the biologics wound care segment based on fish skin, with the aim to strategically transform our position in the advanced wound care market. As a result of these initiatives, we expect a long-term 1)organic revenue growth of 8-10% annually, with an 1) industry-leading EBIT margin of above 30%long-term.1)For more information, please refer to the guidance section on pages 10-11. EBIT margin guidance beyond 2024/25. Strive25 marks also a period in which the EBIT mar-gin has developed differently than our expectations set at the start of the strategic period. Inflationary pressure across input costs over the last three years has resulted in a negative development in our group gross margin. The strategic decision to invest in new assets have also put pressure on the EBIT margin, and both Kerecis and costs related to PPA-amortisa-tion have had a negative impact on the group EBIT margin. Despite these challenges, we expect to re-turn to an EBIT margin of above 30% long-term, supported by easing inflationary pressure, improve-ment in operations and an uplift in Kerecis’ operating margin, which is expected to reach around 20% in 2025/26. Innovation Innovation and bringing differentiated technologies in the segments we compete in will continue to be a core driver of organic growth. We will continue to in-vest in R&amp;D across business areas, and we maintain an R&amp;D-to-sales ratio of around 4% annually.  The most important initiative in this strategic period is the launch of clinically differentiated products from our Clinical Performance Programme in Chronic Care. In 2023, we initiated the launch of our new in-termittent catheter Luja™, the first product from the Programme. The rollout of Luja continued during 2024, with the launch of Luja male in key markets and the initiation of the launch of Luja female. The second product from the Programme, Heylo™, a dig-ital leakage notification system in Ostomy Care, was also launched in 2024 in the UK.  Simultaneously, we continue to expand our portfolio by launching line extensions within existing technolo-gies across all business areas. Recent examples in-clude three line extensions within our SenSura® Mio ostomy care portfolio in 2024, as well as product launches in the bowel care and the advanced wound dressings segments. Unparalleled efficiency Since 2008, Global Operations have delivered signifi-cant value through Global Operations Plans (GOPs). In the Strive25 period, GOP5 and GOP6 play a key role in maintaining efficient operations. GOP5 and GOP6 differ from previous plans as the benefits from offshoring of manufacturing are limited. In addition, external factors like labour shortages in Hungary and broad inflationary pressure across input cost categories have put pressure on the overall financial performance. A key initiative under GOP5 and GOP6 is the diversi-fication of our manufacturing footprint, to support a wider geographical spread of risk and a more robust setup. Today, Hungary accounts for around 70% of volumes produced. And while Coloplast has signifi-cantly benefited from the setup in Hungary, contin-ued pressure on the labour market and high inflation in recent years have led to the choice of two new countries – Costa Rica and Portugal – for further ex-pansion of our production footprint. Both countries are characterised by a stable supply of qualified la-bour and lower salary inflation levels than Hungary. In Costa Rica, we have two operational sites which were opened in 2020/21 and 2021/22. The site in Portugal is expected to be operational in 2026 and will be the largest Coloplast site to date at 30,000 m2, removing the need to build additional sites until 2029/30. The establishment of the new site started in 2023/24 with an investment level of around DKK 700 million, evenly split over a 3-year period. In 2029/30, we expect Costa Rica and Portugal to ac-count for 20-25% of total volumes each.  Another important initiative in Strive25 is automation of our manufacturing sites in Hungary and China to maintain headcount neutrality, with a net impact of ~1,000 FTEs in 2023/24. The automation pro-gramme was finalised in 2023/24.  Finally, as a result of the high inflationary environ-ment, we have strong focus on managing input prices and cost efficiency. To manage the ongoing inflationary pressure, we have initiated a company-wide procurement programme expected to posi-tively impact our cost base as of the financial year 2024/25.  During Strive25, we continue to benefit from scale effect in our business support organisation driven by further utilisation of our Coloplast Business Support Centre and investments in IT. We also expect benefit from synergies related to the ongoing integration of Atos Medical, estimated at up to DKK 100 million. Sustainability At Coloplast, we help more than 2 million users glob-ally. Just as we set a high standard when it comes to helping our users, we do the same when it comes to how we run our business. That is why Coloplast has made an ambitious commitment to sustainability as part of Strive25. To supply users and healthcare pro-fessionals with products and services that have a lower environmental footprint, we are taking action across our business. Not all progress leads to visible changes to our products, but every time we reduce our overall emissions, we lower the environmental footprint of every single product – products that are picked up and used by around 50 people every sec-ond. We also believe that aiming high when it comes to sustainability will help future-proof our growth, spur innovation and provide resilience against regu-lation and supply chain disruptions. Coloplast is investing DKK 250 million during the Strive25 period in more sustainable solutions and ca-pacity building across our company. We are also partnering with suppliers, business partners and oth-ers within and outside our industry to improve our data foundation and accelerate the availability of more sustainable materials and technologies.  Coloplast is a signatory of the UN Global Compact and its ten principles are part of our way of doing business. We are also committed to contributing to the UN Sustainable Development Goals (SDGs). In addition, we adhere to widely accepted standards, certifications and methodologies within relevant sus-tainability topics such as climate accounting, life cy-cle assessment, health and safety and more.  With the addition of Voice and Respiratory Care to the Coloplast Group, we are extending our sustaina-bility ambitions – including policies, tools and performance reporting – to this business area. This work is progressing well across social, environmental and governance (ESG) topics. We are also setting a plan for how to address ESG-related matters within Kerecis and will include Kerecis in our sustainability reporting from 2024/25. Kerecis has a strong foun-dation and a unique waste-to-value proposition with its mission to help more people in need of wound treatment through a portfolio based on cod fish skin, a by-product from Icelandic fisheries.  Improving our products and packaging As for any manufacturing company, the environ-mental impacts from our products and packaging contribute significantly to our overall footprint. Colo-plast’s Strive25 sustainability strategy includes tar-gets for introducing more renewable materials into our packaging, improving its recyclability and recy-cling more of our production waste. Focusing on packaging aligns with market trends, where we see increasing focus on more sustainable packaging from regulators and payers. It also allows us to make more immediate improvements to our environmen-tal footprint while we work to make our products more sustainable in the long run.  To reduce the environmental footprint of our prod-ucts, making informed decisions early in the product development process is key. We enable sustainable decision making through eco-design principles, which have been integrated into our innovation processes. Coloplast also remains committed to upholding our high production waste recycling rate. Reducing our emissions Climate action is a key priority for Coloplast. To en-sure that we reduce our emissions at the scale and speed needed to limit global warming to 1.5˚C as outlined in the Paris Agreement, our emission reduc-tion targets in scope 1, 2 and 3 as well as our renew-able electricity target have been validated by the Science Based Targets initiative.  Within our own operations, our focus remains on phasing out the use of natural gas, increasing our re-newable energy consumption and transitioning to electric company cars. In our value chain, our decar-bonisation efforts include both short and long-term activities and progress tracking. Coloplast’s decar-bonisation plan is based on thorough mapping of value chain activities, emissions and climate risks, and our current strategic focus is on raw materials, transportation and business travel. Our commitment to responsible operations We have a strong commitment to operating respon-sibly by delivering safe and reliable products, ensur-ing a safe and healthy working environment for our employees and upholding a high level of integrity in interactions with all our stakeholders.  Leadership, talent and culture Coloplast is a global employer with more than 16,500 employees working towards the shared pur-pose of making life easier for people with intimate healthcare needs. Our diverse employee population operates in 41 countries and represents 102 nation-alities. Attracting and retaining a diverse pool of talent and enabling them to perform, grow and feel a sense of belonging is critical to Coloplast’s future success and continued innovation and growth. In 2023/24, our global turnover was 13.9% with the voluntary turnover at 9.1%, which is significantly bet-ter than industry benchmarks. Our leadership, culture and organisation agenda is centred around three themes: Talent for the future, employee engagement, and diversity, equity and in-clusion.  Talent for the future To ensure talent for our present and future, we pri-oritise leadership development, talent management and the creation of diverse, equitable and inclusive work environments. In a competitive global labour market, we focus on activating our employer value proposition with emphasis on unique purpose and growth opportunities for our employees. In 2023/24, 71% of open managerial positions at Vice President level and above were filled by internal candidates. Employee engagement We are dedicated to creating a work environment that fosters performance, well-being and a sense of belonging. We measure our success through  annual engagement surveys and continue to see strong en-gagement among our employees. Last year, we had our highest-ever response rate at 92%. We also maintained our above-industry engagement score at 8.1 out of 10. Diversity, equity and inclusion  At Coloplast, we believe we are stronger together due to our differences in background and way of working, and we strive to cultivate a workplace where employees can tap into their unique skills and experiences to reach their potential.  We have increased our focus on diversity, equity and inclusion within key people processes because we believe positive change comes by examining our everyday processes and culture. We foster a culture where positive change can happen at all organisa-tional levels and are committed to listening to em-ployees’ voices, including through local Employee Resource Groups which bridge our colleagues’ lived experiences with meaningful initiatives. We are committed to balanced gender representa-tion at all levels, including the senior leadership level (Vice President and above). In 2023/24, the share of female senior leaders increased to 28% from 26% in 2022/23, and we maintain an equal gender balance within our Board of Directors. Coloplast is a signa-tory to the Confederation of Danish Industry’s Gen-der Diversity Pledge and is committed to a target of 40/60 gender distribution at all management levels and in the Board of Directors by 2030.  Diversity extends beyond gender. We work to ensure a diverse composition of teams in terms of gender, age and nationality, and we are proud to employ and include people with mental and/or physical disa-bilities. We are committed to continually creating more inclusive and accessible workspaces with nec-essary equipment and aids.Our sustainability agendaWith our Strive25 strategy, we have made an ambi-tious commitment to sustainability. This requires us to challenge our behaviours and reinvent how we do business. For us, it is about finding the right balance where we enable people with intimate healthcare needs to live fulfilling lives while we focus on minimis-ing our environmental footprint. With Strive25, we focus on two key priorities: Improving our products and packaging and reducing our emissions. Following the acquisition of Atos Medical, we have extended our reporting scope to this new business area. Kerecis is not yet included in any sustainability information or figures but will be included in our sus-tainability reporting from 2024/25. Governance of sustainability To drive change across the Group, our sustainability agenda is anchored with our top management. Colo-plast’s Executive Leadership Team is accountable for progress on our strategic sustainability ambitions, and the Global Sustainability Department is responsi-ble for deployment of our sustainability strategy across all parts of the company. Looking ahead, new EU legislation and expectations from stakeholders such as payers and shareholders place an increased focus on strong sustainability governance. We are committed to maintaining and developing our strong organisational anchoring to meet these require-ments and expectations.  Sustainability-related remuneration To incentivise positive change, a performance target linked to climate-related criteria is included in the re-muneration of Coloplast’s Executive Leadership Team accounting for 10% of the total short-term target scheme. Addressing material sustainability topics Coloplast bases its sustainability reporting on an as-sessment of environmental, social and governance impacts as well as the interests of key stakeholder groups. In 2023/24, we completed a double materi-ality assessment to guide our sustainability reporting from 2024/25 onwards. The assessment builds upon our existing materiality overview and strategic priori-ties, follows the methodology outlined under the EU’s Corporate Sustainability Reporting Directive (CSRD) and has been approved by the Coloplast Board of Directors.  Of the 10 topic-specific European Sustainability Re-porting Standards (ESRS), seven are considered ma-terial to Coloplast. Of these, five topics are material from both a financial and an impact perspective.  Our value chain When assessing impacts within our value chain, we have based our scoping on high-volume activities and adjusted where needed to reflect relevant devi-ations. Upstream, we focus primarily on our suppliers while also making note of potential hotspots further along our supply chain. Downstream, our value chain extends to product end of life. Listening and responding to our stakeholders At Coloplast, we strive to set the global standard for listening and responding. We have engaged with several stakeholders to understand their priorities and expectations of us. These included employees, suppliers, patient advocacy groups, investors and insurers, thus covering both stakeholders impacted by our activities and users of our sustainability statements. In addition to those consulted as part of our double materiality assessment, Coloplast engages in ongoing dialogue with a range of stakeholders. We have incorporated the UN’s Sustainable Devel-opment Goals into our sustainability strategy and maintain ongoing dialogues with relevant organisa-tions regarding healthcare progress and challenges in local communities. Through our public affairs work, Coloplast engages strategically with external stakeholders such as public officials, policymakers, and patient advocacy groups to address societal needs and enhance health outcomes. Assessment methodology Our assessment of impacts, risks and opportunities takes a balanced approach that recognises our envi-ronmental, social and governance impacts as a global medical device manufacturer while focusing on the most relevant impacts across our own opera-tions and value chain. Our thresholds have been set to reflect this balanced approach and are aligned with CSRD requirements. Our financial impact as-sessment is aligned with Coloplast’s existing enter-prise risk methodology. Addressing climate related financial risk Coloplast is committed to reporting step-by-step in line with the recommendations of the Task Force on Climate-Related Financial Disclosures (TCFD). We have completed assessments of physical and transi-tion risks for all sites in scope for our sustainability reporting and continue the work toward full disclo-sure in line with the TCFD recommendations. This work also supports our reporting under the CSRD and EU Taxonomy.   The medical device industry is not considered to have a high exposure to climate-related financial risks, and such risks are therefore not included in the risk management section of this report. Nonetheless, a preliminary risk assessment highlighted potential long-term exposures to physical and transition risks related to climate change within our supply chain and manufacturing. Our preliminary assessment has identified transition risks such as increased demand for more sustainable products and packaging and increased legal and compliance requirements with focus on environmen-tal, social and governance topics. Physical risks iden-tified include extreme weather patterns and rising sea water levels affecting our supply chain.Strive25 priority: Improving products and packaging  It is material to Coloplast to improve the environ-mental performance of our products and packaging as we recognise this work is key to reducing the company’s overall environmental footprint. Given the regulatory restrictions in our industry and our priority to never compromise on user safety, deliver-ing more environmentally sustainable products to the market takes time. We see more immediate po-tential in making our primary, secondary and tertiary packaging more recyclable and increasing the share of renewable packaging materials. In 2023/24, we also started projects to further reduce packaging volumes and optimise our packaging across the product portfolio. Focusing on packaging aligns with market trends, where we see increasing focus on more sustainable packaging from regulators and payers.  Improving our packaging Continuously improved reporting We launched a dedicated internal reporting and as-sessment tool to better track packaging volumes and material composition in 2022/23. This year, we expanded the tool with a carbon footprint function-ality enabling a complete overview of CO2e emis-sions from all packaging in our portfolio. Looking ahead, we believe this functionality will allow us to better prioritise improvements to our packaging.  As part of the ongoing improvements to our internal reporting and assessment tools, we focus on ex-panding them to the newest additions to the Colo-plast Group, Voice and Respiratory Care and Kere-cis, as well as continuously improving the underlay-ing data foundation. In addition to enabling us to drive our strategic ambitions, these tools also sup-port our preparations for implementation of the EU’s Corporate Sustainability Reporting Directive’s (CSRD) disclosure requirements on resource flows and circularity. Secondary and tertiary packaging Today, all retail boxes (secondary packaging) and shipping boxes (tertiary packaging) used for our products are made of renewable materials and are recyclable. Many of our retail and shipper box suppli-ers use responsibly sourced raw materials, and the majority of our shipping boxes are made from Forest Stewardship Council© certified materials. This en-sures the packaging material we use to ship our products comes from controlled sources and con-tributes to more sustainable forestry. Primary packaging The primary packaging of our products is often closely linked to the products’ clinical performance providing key functionalities such as usability or keeping the product sterile. Delivering more sustainable packaging with equal performance and manufacturability is challenging. It requires dedi-cated development efforts and, in some cases, more comprehensive changes to the way we design prod-ucts, their packaging and the manufacturing equip-ment they are produced on.  The year before last, we initiated several projects aiming at making the primary packaging for some of our products more recyclable. These projects aim to develop packaging technology to enhance our fu-ture product pipeline and improve the packaging of existing products beyond the Strive25 strategy pe-riod. We are also making progress on several pro-jects initiated during the Strive25 strategy period aimed at incorporating more renewable raw materi-als into our packaging. These initiatives span across the business areas of Continence Care, Ostomy Care and Advanced Wound Care. These initiatives will contribute positively toward our target on renewable materials in our packaging within the Strive25 strat-egy period.  We acknowledge more is needed to accelerate pro-gress towards our packaging targets. Therefore, we are addressing how to further mature and scale nec-essary new environmentally and financially viable technologies for delivering on existing and future projects. Strive25 ambitions %90of packaging recyclable by 2025 %80of packaging consisting of renewable  materials by 2025 %75of production waste recycled by 2025 Improving our products At Coloplast, we know making informed decisions early in the product development process can signifi-cantly reduce the environmental footprint of our products. That is why we have integrated eco-design principles into our innovation processes to enhance internal knowledge and awareness of potential envi-ronmental impacts, thereby enabling better and more impactful decision making. We continuously evaluate our progress and update tools and pro-cesses to steer innovation towards more sustainable choices. Applying eco-design principles We apply six eco-design principles based on life cycle thinking and take into account several perspectives on more sustainable design: Avoiding hazardous substances, choosing more sustainable materials, re-ducing size and weight, considering recyclability, re-ducing the overall carbon footprint of the product and its packaging and, lastly, reducing waste from manufacturing and improving waste recyclability.  In 2023/24, we achieved two milestones: •  Our sustainability assessment framework and tools have been further developed and deployed in technology projects and early-stage product development projects •  Our existing sustainability assessment tools have been updated to improve the data foundation and usability based on feedback from project teams The further deployment of the sustainability assess-ment framework and tools is supported by training and awareness raising among employees involved in the product development process. Driving change through sustainability assessments Assessing the sustainability impacts of technologies, products and solutions at different stages of maturity allows us to guide our innovation processes towards more sustainable choices. Insights from individual projects are gathered and elevated to strategic deci-sions at the portfolio level to create momentum across multiple project and help us identify gaps and opportunities for developing new, more sustainable solutions in collaboration with suppliers. In 2023/24, we conducted an open ideation cam-paign within our largest R&amp;D department. This re-sulted in more than 80 innovative ideas, not only generating a rich pool of concepts for future projects and advancements but also fostering creativity and collaboration among team members. By encourag-ing open participation, we tapped into diverse per-spectives and expertise, contributing to a robust and dynamic sustainable innovation pipeline. We continuously develop and improve our tools. In 2023/24, we enhanced our reporting tool to include the carbon footprint of our products. This significant enhancement offers a detailed and comprehensive overview of the majority of our product portfolio, en-abling us to better understand and manage our envi-ronmental impact. Making our product portfolio more sustainable not only helps us achieve our overall sustainability ambi-tion and secure a competitive advantage – it also helps us balance the well-being of people and the planet.  Documenting our environmental impact When developing sustainability-related claims and conducting lifecycle assessments (LCAs), Coloplast seeks compliance with relevant ISO standards as well as relevant legislation on green claims. For LCAs, our compliance with relevant standards is cer-tified and can be subjected to internal and external audits as required. Partnering for impact At Coloplast, we believe partnerships are key to ad-dressing the climate challenge. We are committed to working closely with suppliers, business partners, re-searchers and others across the value chain to de-velop and scale new technologies and infrastructure for a more sustainable medical device industry. We continuously investigate potential partnerships which can help not only to drive the sustainability perfor-mance of our own products and company but across the industry as a whole.  Our position on plastic  Coloplast always puts user safety first. To maintain high quality and hygiene standards, most of our products are single-use products mainly made from plastic as this is the best and safest option for our us-ers. Yet, plastic waste is a worldwide challenge and as a manufacturer of medical products made pri-marily of plastic, Coloplast has a responsibility to contribute to solving the problems with plastic con-sumption and waste. We work towards ambitious en-vironmental targets and implement more sustainable practices in our operations. Examples include apply-ing eco-design principles when developing new prod-ucts, recycling the majority of our production waste and partnering with peers to advance recycling tech-nologies and circular production. Our position on plastic can be found in full on our website. Key figures 1) SHARE OF RECYCLABLE PACKAGING90%74%2025 ambition 2023/24SHARE OF PACKAGING CONTAINING  1) RENEWABLE MATERIALS80%68%2025 ambition 2023/241) Packaging ambitions covering products currently  on the market. Figures do not include Voice and Respiratory Care. Phasing out hazardous substances Our proactive position on hazardous substances All Coloplast products are and must be biocompati-ble and safe for the intended purposes. That is why we have launched a position paper on hazardous substances, which includes the Coloplast Substance Requirement List (CSRL) and serves as a guiding document for our internal work to  phase out haz-ardous substances. We include the Coloplast Substance Requirement List in the design process for new products, thereby ensuring that any requirements related to hazardous substances are met up-front during the design and material selection phases. During 2023/24, we made progress on several pro-1)jects to remove REACH candidate-listed sub-stances from our products. As a result, UV328 stabi-liser has now been fully phased out from the Speed-iCath intermittent catheter range, and the removal of di-ethyl hexyl phthalate (DEHP) from our cathe-ters has also been completed this year. 1) Regulation (EC) No 1907/2006 of the European Parlia-ment and of the Council of 18 December 2006 concerning the Registration, Evaluation, Authorisation and Restriction of Chemicals (REACH) These products are biocompatible and safe for the intended purposes with exposure to the relevant substances at very low and acceptable levels. How-ever, in accordance with our position on hazardous substances, we have decided to proactively remove or replace them. Our structured monitoring process detects changes in regulation, science and technology early on, and the Substance Substitution Group meets regularly to make a plan to either remove or substitute hazard-ous substances accordingly. In 2023/24, we started the process to include Voice and Respiratory Care into our monitoring process. As an outcome, initia-tives have been launched to review options for re-moval or replacement of relevant substances. This work exemplifies how our position on hazardous substances enables us to identify opportunities and risks early on and proactively substitute substances before being required by regulation. Our working environment During 2023/24, we continued our focus on sub-stances as they pertain to the working environment. Our chemical database, which offers a complete and structured overview of substances used in produc-tion processes, has been expanded to an additional production site. The database thereby covers nine of our production sites and all but one of our R&amp;D facil-ities globally. The information contained in this data-base will form the basis for future ambitions and initi-atives related to substances in our working environ-ment, most notably at our production sites. For ex-ample, we are developing a tool to support decision making around substances within our production to further improve occupational health and safety. Environmental pollution As part of our preparation for the Corporate Sus-tainability Reporting Directive (CSRD), Coloplast’s re-cently completed double materiality assessment concluded that microplastics constitute a material topic within our own operations due to the risk of en-vironmental pollution. We are currently strengthen-ing our organisational setup to address this topic go-ing forward. Coloplast’s position on hazardous sub-stances Coloplast is mindful when selecting materials and substances used in our products. We commit to and ensure that: •  Coloplast products are biocompatible and safe for the intended purposes •  We follow and comply with international and local regulations and standards in-cluding REACH, the California proposi-tion 65 list, EU MDR, FDA, EN ISO 10993-1:2020 and more •  We monitor and track changes in regula-tions to identify and mitigate risks early on. The risks are reported to manage-ment on a quarterly basis, including es-calation to Coloplast’s Substance Substi-tution Group, which convenes biannually Read our full position paper on hazardous substances on our website. Sustainable waste and water management As part of our efforts to reduce Coloplast’s environ-mental footprint and improve circularity, production waste has been identified as a material risk. We con-tinue to deliver on our ambitious target of recycling 75% of our production waste by 2025. Our produc-tion waste consists mainly of multiple types of plastic, often multilayer and difficult to separate. Our pro-gress is therefore based on a dual focus on deepen-ing our knowledge base of waste types and volumes across production sites and identifying new and emerging technologies for higher-value recycling of our production waste across geographies.  Reducing production waste  As a result of Coloplast’s continued growth, our total waste volume continues to increase. Nonetheless, we aim to continuously reduce the amount of pro-duction waste generated per product. Among other things, the eco-design principles applied to all new product developments target production waste and supports waste reduction for new products. Production waste recycling In 2022/23, Coloplast reached its 2025 target for production waste recycling ahead of time. During 2023/24, we maintained a high production waste re-cycling rate of 77% across all sites. In Hungary, the vast majority of our production waste is recycled by a local recycling manufacturer into rubber-based composite flooring and building insulation, while in China various production waste fractions are sepa-rated and recycled into industrial and consumer products.  In 2023/24, our production site in Costa Rica made significant progress within production waste recy-cling, reaching a recycling rate above its local target. This progress is driven by internal awareness training on the importance of waste sorting and strength-ened collaboration with local waste management vendors. Sustainable waste management Coloplast remains dedicated to not only recycling more production waste but also exploring higher-value activities such as reducing, reusing and repur-posing. Our long-term ambition is to identify and de-velop ways for more of our production waste to re-enter our operations through commercial or non-commercial material streams.  To enhance the value of our production waste recy-cling efforts, it is important to understand the composition of the waste generated at our factories. In 2023/24, a comprehensive waste mapping pilot was caried out at our site in Tatabánya, Hungary. This pilot identified an opportunity to separate clean material fractions from our production waste to ena-ble higher-value reuse and recycling of these frac-tions. In 2024/25, learnings from the pilot will be im-plemented at our site in Nyírbátor, Hungary, and a similar waste mapping exercise will be performed at our site in Costa Rica. Water management Due to the nature of our operations, Coloplast’s wa-ter use for production purposes is limited. Water is mainly used for sanitation and gardening. None of our major facilities are located in areas of high water stress and we have found no detectable negative ef-fects from water discharge resulting from Coloplast’s operations.  Overall, our water consumption in 2023/24 saw an increase of 7% compared to 2022/23. The develop is mainly due to increases in production, leading to higher water consumption for cleaning of machinery and ordinary sanitation.   Key figures 3%3%17%16,143tonnes waste in 2023/2477%Hazardous waste Landfill Incinerated  Recycled PRODUCTION WASTE RECYCLING RATE 75%77%2025 ambition 2023/24Increasing production waste recycling at our site in Cartago In 2022/23 we reached our Strive25 target of recy-cling 75% of our production waste ahead of time. However, as our production volumes increase and we expand to new sites, it is necessary to keep ex-ploring new opportunities for production waste recy-cling to maintain our high rate. Our production site in Cartago, Costa Rica, demonstrates our commitment to this work. The site currently generates around 10% of Coloplast’s global production waste volume, and the share is expected to increase in the coming years. It is therefore key for the Cartago site to con-tinuously improve its waste recycling rate. Despite numerous challenges, the site increased the local waste recycling rate substantially in the past years.   The road to local production waste recycling  In January 2021, Coloplast started its production in Cartago, Costa Rica. At that time, 12% of the local production waste was recycled, negatively impacting our global recycling rate.  Initially, the local target was to increase the produc-tion waste recycling rate from 12% to 45% by the end of 2023/24. However, Costa Rican standards for recycling differ from Coloplast’s as waste incinera-tion for heat generation is generally considered recy-cling in Costa Rica. We therefore had to challenge and transform the mindset of local waste manage-ment vendors to achieve our production waste recy-cling goal. Coloplast first teamed up with a local waste man-agement vendor capable of handling waste streams such as cardboard, paper and clean plastic materi-als. However, as much of Coloplast’s production waste consists of different kinds of plastic which can-not easily be separated for individual recycling, Colo-plast teamed up with a second vendor capable of us-ing our local production waste as a composite mate-rial in concrete blocks used for construction. The new partnership had a positive impact on the lo-cal production waste recycling rate, which came close to reaching the local target of 45% recycling. However, the new vendor was challenged by limited capacity, which made it necessary for the team at the Cartago site to identify a third recycling vendor which saw the potential of investing in new recycling technologies to help Coloplast manage its produc-tion waste. With this new approach, the vendor is able to recycle our production waste into materials for new purposes such as plastic containers and shoes. Transforming colleagues’ recycling mindset  Parallel to the dialogue with vendors, the team also addressed the recycling mindset among colleagues at the site through dedicated training and engage-ment efforts as well as strong commitment shown by local leadership. The combination of a strong local recycling mindset and ongoing dialogue with numer-ous recycling partners enabled the Cartago site to reach a local waste recycling rate of 63% by the end of 2023/24, making a significant positive contribu-tion to our global result of 77% this year. Getting to where we are today has not been easy, but strong dedication from everyone at the site has made it possible to achieve, and even exceed, our local target.  Now we’re looking ahead and have al-ready started exploring new possibilities for further accelerating our production waste recycling with the aim of further contributing to our global production waste recycling performance. Luis Viquez Brenes | Head of Facility &amp; EHS, Coloplast Cartago Strive25 priority: Reducing emissions Coloplast is committed to balancing the well-being of people with the planet. Every time we reduce our emissions, we drive down the environmental foot-print of our business – and thereby of every single one of our products. This reduces the risk of unmiti-gated climate change impacts, which could poten-tially disrupt our operations and supply chain. Reduc-ing emissions in our own operations and our value chain is also a means to future-proof our compliance and drive our competitive advantage. To ensure that we reduce our emissions at the scale and speed needed, Coloplast’s emission reduction targets in scope 1, 2 and 3 as well as our renewable electricity target have been validated by the Science Based Targets initiative (SBTi) since 2021/22. SBTi is an independent organisation defining and promoting best practices in science-based target setting using a standardised and transparent methodology. To ef-fectively track our progress on reducing emissions, accurate data and methodologies are essential. Over the past year, we have enhanced our data collection and methodologies across all scopes, establishing a reliable benchmark for monitoring our environmen-tal performance and achieving our targets. These changes are described in detail in our accounting policies. Decarbonising our operations and value chain The decarbonisation of Coloplast’s own operations continues to be a key priority with focus on the three workstreams of phasing out the use of natural gas, increasing our renewable energy consumption and increasing the share of electric company cars. Reducing our scope 3 emissions remains a key com-ponent of our decarbonisation efforts. We continue the development and implementation of our transi-tion plan, involving short and long-term decarbonisa-tion activities and progress tracking. This plan is based on thorough mapping of value chain activities, including emissions and climate risks. Our current strategic focus is on raw materials, transportation and business travel. In 2023/24 we continued to lev-erage our supplier sustainability programme as an enabler to achieve our targets. COLOPLAST’S TOTAL SCOPE 1, 2 AND 3 EMISSIONS - TONNES CO2E 223,305219,118207,51210%11%15%3%3%Scope 3 – Other reported 5%15% 13%15%Scope 3 – Fuel and energy-related Scope 3 – Transportation of goods 64%63%53%Scope 3 – Raw Materials Scope 1 and 2  12%8%10%2023/24 2022/23 Base year2018/19Strive25 ambitions %100reduction of scope 1 and 2 emissions by 1)2030 (SBTi validated target) %100renewable energy by 2025 %100electric company cars by 2030 %50reduction of scope 3 emissions per product 1)by 2030 (SBTi validated target) %10reduction of air travel by 2025 and then 1)freeze%5limit on goods transported by air 1)From the base year 2018/19Reducing scope 1 and 2 emissions Addressing the emissions that occur within our own operations is key to upholding our commitment to climate action and reducing our overall footprint. It also enables us to gain learnings which may be ap-plied across our value chain. In 2023/24, scope 1 and 2 emissions made up 8% of our total, reported emissions, and we saw a reduction in scope 1 and 2 emissions of 27% compared to the base year 2018/19. Within our existing business, the reduction was mainly driven by energy efficiency improve-ments, continued phase-out of natural gas and the continued transition of our company car fleet to electric vehicles. Transition to renewable energy The transition to renewable energy within our own operations remains at the top of our sustainability agenda and we continue to make progress toward our target of running on 100% renewable energy at our own sites by 2025.   Our approach is to phase out the use of natural gas – primarily through electrification but also by other means such as utilisation of geothermal or district heating run on renewables where viable. Our pro-gress is slightly slower than anticipated at sites with clean room technology and at sites with cold cli-mate, where the most sustainable and financially viable options have taken longer to identify and im-plement than expected.  Procuring 100% of our electricity from renewable sources is a necessary step towards reducing our emissions. Electricity accounts for more than 80% of our energy consumption and we expect this share to grow as we continue to phase out fossils partly through electrification. Today, 83% of our energy consumption is from renewable sources, up from 78% in 2022/23. Wherever our electricity is not al-ready from renewable sources, Coloplast purchases renewable energy certificates (RECs) to cover our consumption. We are in the process of replacing RECs with Power Purchase Agreements (PPAs) to ensure additionality in the regions where we produce through the construction of new renewable power generation capacity at our direct request. Improving energy efficiency It is Coloplast’s ambition to continuously reduce our energy consumption per product. Combined with the use of renewable energy, this is an effective way to reduce climate impacts from our production as we grow to help even more users. This year, our energy efficiency improved slightly to 0.12 kWh per product compared to 0.13 kWh per product last year.  Electric company cars  Coloplast operated a car fleet of around 2,500 cars in 2023/24 which is a slight increase from last year. Despite this increase, total emissions from company cars was reduced by 13% compared to 2022/23. This year, the share of electric company cars in our fleet increased to 11% with improvements being driven mainly by our sales subsidiaries in the UK, Spain and Germany. Our progress continues to be challenged by slower development of charging net-works than anticipated. We also acknowledge the behavioural change needed to reach our target and have initiated activities to address these. The activi-ties include better data collection and clearer guid-ance to sales subsidiaries regarding requirements and recommendations for the transition to electric company cars.    Key figures %27reduction of scope 1 and 2 emissions since base year 2018/19 SHARE OF RENEWABLE ENERGY 100%83%2025 ambition 2023/24SHARE OF ELECTRIC COMPANY CARS  100%11%2030 ambition 2023/24*2030 ambition is 100% electric company cars  Transitioning to renewable energy across our sites With Strive25, we have set a clear ambition to reduce our emissions. While continuing to source all our electricity from renewable sources, we are dedicated to continuing our efforts of transitioning to renewable energy across our sites globally.  We are constantly looking for the most appropriate and efficient local solutions and are mak-ing the necessary investments to drive down the environmental footprint of our operations and thereby of every single one of our products – products that make a difference to millions of people managing their intimate healthcare conditions around the world.  Anders Lonning-Skovgaard | CFO and Executive Vice President at Coloplast Lower emissions with district heating at our sites in Denmark In 2023/24, Coloplast’s two sites in Denmark switched from using natural gas for heating to rely-ing on district heating primarily from renewable sources. This shift led to a reduction of 866 tonnes CO2e per year from 2023/24 onwards, amounting to an approximate annual 85% emission reduction for the two sites and an annual 7% reduction of Coloplast’s total scope 1 emissions. The shift to district heating was enabled through agreements with the local municipalities and utility companies and not only reduces Coloplast’s emis-sions but also helps to drive the development of the local distribution network to facilitate wider usage of more sustainable heating in the aera.  Reduced reliance on natural gas with electric heat pumps During 2023/24, two additional electric heat pumps were installed at Coloplast’s production site in Nyí-rbátor, Hungary, to replace existing natural gas boil-ers. Combined with the improvements achieved with the installation of the first two heat pumps at the site in 2021/22, we have now reduced natural gas con-sumption at the site by 67% since 2020/21. Alto-gether, the four electric heat pumps are expected to lead to an annual saving of 3,385 tonnes CO2e. Geothermal energy as energy-efficient alternative to fossils To further phase out the use of natural gas, we initi-ated a geothermal energy project at our production site in Nyírbátor, Hungary, in 2023/24. The technol-ogy offers an energy-efficient alternative to fossil en-ergy sources.  During the year, we completed the preparatory work for installing a geothermal energy system in Nyí-rbátor. The drilling was initiated in September 2024. The new geothermal energy system and supplemen-tary new heat pumps are expected to be fully opera-tional by the end of 2024/25, and upon completion the project is estimated to lead to an annual saving of 1,141 tonnes CO2e. We are also expanding the use of geothermal energy to sites where other renewable energy sources are not viable. For our site in Minneapolis, USA, the prep-arations for installation of two geothermal wells will begin in 2024/25. The capacity made available through this project prevents the need for additional natural gas consumption as we construct a new clean room at the site in 2024/25. It will also eventu-ally serve to significantly reduce existing natural gas consumption. Lastly, the project is expected to offer important learnings for future phasing out of natural gas across Coloplast sites. Looking ahead Coloplast is dedicated to continuing our efforts of transitioning to renewable energy across our sites globally. Several initiatives have been initiated and are expected to positively impact our scope 1 and 2 emissions from next year onwards. Through a power purchase agreement (PPA) in Denmark, 100% of our electricity consumption in Denmark is now covered by locally generated, re-newable energy. This year we have also pursued fur-ther feasible options for PPAs in other markets, and this work will continue in 2024/25. In 2024/25, electric heat pumps will be in place at our production site in Sarlat, France, to replace the existing gas boilers. This will not only lead to a transi-tion to renewable energy but is also expected to re-sult in significant energy consumption savings.  At our production site in Tatabánya, Hungary, heat pumps will be installed in early 2024/25 to com-pletely eliminate the need for natural gas boilers in favour of 100% renewable energy. Scope 3 – reducing product footprint In 2023/24, Coloplast’s absolute scope 3 emissions increased at a faster rate than our production vol-ume. Consequently, our per-product reduction of scope 3 emissions landed at 3% for 2023/24 com-pared to the base year 2018/19. We are not satisfied with this performance, which is lower than previous years. The result is primarily due to increased emis-sions from raw materials and transportation, partly offset by reduced emissions from business travel. Driving down our per-product scope 3 emissions, even as we grow, is a key priority for Coloplast both within the Strive25 strategy period and beyond. Looking ahead, we will continue our focus on emis-sion-efficient transportation and strengthen our work to mature and scale necessary new raw mate-rials and technologies with a dual focus on environ-mental and financial viability. Transparent reporting Access to accurate and reliable data is key to under-standing and addressing Coloplast’s climate impact. We continuously work to improve data quality for scope 3 emissions by gradually moving from spend-based or activity-based calculations to supplier-spe-cific emissions data whenever possible. We also have strict control procedures in place for our emissions accounting, enabling us to restate historical figures based on improved data, refined calculations or updated methodology. We will continue to develop our climate reporting in line with the GHG Protocol and to comply with the EU’s Corporate Sustainability Reporting Directive (CSRD). Decarbonising our value chain Raw materials Raw materials are a major source of value chain emissions for Coloplast. In 2023/24, raw materials accounted for 70% of our reported scope 3 emis-sions (64% of total reported emissions) compared to 69% of reported scope 3 emissions (63% of total re-ported emissions) the year before. We continue to en-gage with our top-emitting suppliers to find and scale lower-carbon materials and address the car-bon footprint of new products and technologies in our innovation processes. In 2023/24, we also built the foundation for incorporating supplier-specific data in our climate accounting.  Transportation of goods  Given our growth rates, transportation needs – and therefore emissions from transportation of goods – are expected to increase going forward. In 2023/24, upstream and downstream transportation of goods accounted for 16% of Coloplast’s reported scope 3 emissions (15% of total reported emissions) com-pared to 15% (13% of total reported emissions) in 2022/23. A contributor to the increase this year is a changed logistics flow in Europe following the open-ing of a new distribution centre in the Czech Repub-lic. The increase is partly offset by improved utilisa-tion of space across road, rail and sea freight. Coloplast has set a continuous ambition to limit the use of air freight to 5% of total goods transported. In 2023/24, 2% of goods were transported by air. Our users are dependent on receiving a stable and ade-quate supply of products. In case of extraordinary events in the supply chain, Coloplast will priorities user needs and, if needed, send products by air to ensure they reach users on time.  Reducing business travel Even as Coloplast is growing, we aim to reduce emis-sions from company air travel by 10% compared to 2018/19 levels and then freeze. To this end, we are limiting the number of business trips while promoting travel choices with lower emissions. We also offer digital meeting resources, enable remote working and make emission information for different travel options available when booking business travel. Coloplast is gradually settling into new business travel practices after the pandemic. In 2023/24, emissions from air travel were reduced by 50% com-pared to the base year 2018/2019, building further on our 40% reduction in 2022/23. Engaging with our suppliers Coloplast’s supplier sustainability programme func-tions as a lever for achieving our Strive25 ambitions and ensuring value chain compliance. During 2023/24, we primarily focused on improving data quality, encouraging target setting among our top-emitting suppliers and integrating our climate action requirements into our supplier contracts.  Supplier auditing Coloplast is committed to ethical and compliant con-duct in our supply chain and respects internationally recognised human rights, including labour rights. Our supplier audit programme focuses on high-risk coun-tries. All raw material suppliers in high-risk countries are evaluated as part of the approval process and reassessed every third year thereafter. Audits are carried out by an external partner in accordance with local regulations and Coloplast’s Supplier Code of Conduct. If an issue is found, Coloplast and the supplier must agree on a corrective action plan. Sub-sequent outcomes depend on the severity of the findings and the supplier’s response to the corrective action plan. Coloplast conducted seven audits of tier 1 and 2 suppliers in China, India, Mexico and North Macedonia during 2023/24 and put in place correc-tive action plans where needed. Our Supplier Code of Conduct can be found in full on our website.Business ethics and compliance Business ethics and compliance (BE&amp;C)  at Coloplast is headed by the Group Chief Compliance Officer re-porting to the Senior Vice President &amp; Group Gen-eral Counsel. The Group Chief Compliance Officer reports to the Executive Leadership Team twice per year on priorities and risks and quarterly to Colo-plast’s Audit Committee on compliance priorities, risks and relevant changes in the legislation and compliance landscape. The BE&amp;C team is comprised of regional compliance officers and specialised staff supporting key markets. Tax and compliance is anchored within our Group Fi-nance function. Coloplast’s Board of Directors ap-proves the company’s tax policy annually while our tax compliance and risks are raised annually with Coloplast’s Audit Committee.  In addition to the principles outlined below, Coloplast complies with all applicable global sanctions. Coloplast BEST  The Coloplast Code of Conduct, BEST, along with 10 new and revised global compliance policies, outlines our commitment to conducting business responsibly and acting with integrity. It aims, among other things, to mitigate material risks related to the interaction between our employees and third parties, which may lead to breaches of Coloplast BEST. These risks are considered low.  Regular training in Coloplast BEST is mandatory for all employees, and all white-collar employees must complete an e-learning module within 21 days of hire and on an annual basis thereafter. In 2023/24, the Coloplast BEST completion rate was 99%. Addi-tional regional and department-specific in-person training is conducted based on individual needs. Em-ployees are expected to live up to all applicable legal requirements and industry codes to which Coloplast is signatory.  Transparency reporting Coloplast has controls in place to track transfers of value (for example consulting payments) to healthcare professionals. Coloplast tracks and re-ports transfers of value to healthcare professionals in accordance with local and regional legal require-ments. Distributor handling Coloplast has dedicated resources tasked with con-ducting risk assessments and due diligence of its dis-tributors and to create action plans for improve-ments where needed. We have implemented a system to manage integrity and compliance risks re-lated to our Tier 1 distributors. Through this process, Coloplast engages in active dialogue with its distribu-tors about the compliance situation in their markets and the expectations set forth in Coloplast’s Global Distributor Code of Conduct. This is supported by on-going risk monitoring, auditing and training of our distributors. Coloplast’s Distributor Code of Conduct can be found in full on our website. Business ethics risk assessment Coloplast performs ongoing business ethics risk as-sessments to maintain a good understanding of where specific attention is needed. Based on these assessments, Coloplast updates its compliance pro-gramme as required. Coloplast continuously moni-tors regulatory developments to proactively adjust our operational models in line with regulations and Coloplast values. One example of this is in China, where new legislation requires Coloplast to continu-ously monitor and amend its ways of operating to comply with local requirements. Ethics Hotline Coloplast encourages an open, transparent and hon-est culture where employees are free to raise ques-tions and concerns without fear of retaliation and  Coloplast BEST – our code of conduct  Coloplast BEST, supported by 10 global compliance policies, guides our employees in ethical conduct. It covers topics such as:  •  Sustainable and ethical business •  Standing against corruption •  Safeguarding data •  Interaction with healthcare professionals •  Working with third parties Coloplast BEST aims to instil a compliance mindset where employees: •  Find guidance in  law, industry code, Coloplast BEST and internal policies •  Apply an overall principle of integrity to-wards Coloplast’s mission and values •  Seek advice by contacting their manager or compliance officer Adherence to Coloplast BEST is expected of all Coloplast employees. Third parties work-ing on our behalf are also expected to follow Coloplast BEST, our internal compliance poli-cies and additional Codes of Conduct apply-ing to third parties. Coloplast BEST can be found in full on our website. where respect for human rights is a fundamental value. The most material risk regarding human rights is the risk that our employees do not feel free to raise questions and concerns, although this risk is considered low. Our global Ethics Hotline enables employees and other stakeholders to report in good faith any suspected breaches of Coloplast BEST or other concerns. Coloplast’s Ethics Hotline is man-aged by an independent third party. The reported cases are managed in accordance with our Ethics Hotline Management Policy, which includes day-to-day oversight by Coloplast’s Ethics Hotline Commit-tee and quarterly reporting to Coloplast’s Audit Com-mittee. In 2023/24, Coloplast received a total of 86 cases, of which 49 were within the scope of the Eth-ics Hotline. This includes cases submitted directly to management or local or regional compliance officers subsequently included in the investigation process. 57% of the cases (in scope) closed during 2023/24 were substantiated and addressed with remediation and sanctions. In some instances, this has led to ter-mination of contract or employment of involved par-ties. Coloplast is committed to maintaining the Ethics Hotline and underlying process going forward. Data privacy  Coloplast collects and handles personal data as part of its online activities targeted towards users. Our us-ers trust us with very sensitive information, and it is a priority for us to treat this data with the utmost re-spect and confidentiality. Many countries have legis-lation in place requiring companies to handle per-sonal data safely and securely. Coloplast handles and protects all personal data in accordance with national law and with the same approach across all Group companies, as Coloplast has enacted a Global Personal Data Policy and a Global Data Privacy Pro-gram as well as Binding Corporate Rules (BCR) ap-proved by competent data protection authorities. In-ternal and third-party audits are conducted to en-sure secure and reliable data handling. Coloplast has a Group Data Protection Officer and several privacy managers fully dedicated to focusing on data privacy supported by local resources in our headquarters as well as in our subsidiaries. The Group Data Protection Officer reports regularly to Coloplast management. In addition, the efforts and status on data privacy is reported annually to Colo-plast’s Audit Committee. Our Information Security Policy and Data Ethics Policy can be found on our website. Ethical marketing and collaboration Healthcare professionals and the people who use our products and services count on us to provide clear and accurate information. Our products are classified as medical devices and thus subject to strict regulation regarding promotion. We follow all applicable laws and regulations, always ensuring that our communication is factual and evidence-based, giving objective, accurate and complete infor-mation. Collaboration and scientific exchange with healthcare professionals is key in developing innova-tive technologies and solutions, improving our prod-ucts and raising awareness about our offerings. We are committed to giving healthcare professionals the most up-to-date clinical data and training to ensure that they can use our products safely and effectively for the benefit of their patients. We do not engage in medical diagnosis or advise on course of medical treatment but unequivocally refer to a healthcare professional and/or Intended use of the products. Responsible advocacy Coloplast engages in advocacy both as a company and in partnership with external stakeholders. Build-ing alliances with key external stakeholders, includ-ing industry associations and patient advocacy groups, plays an important role in improving health outcomes. Respecting local cultures, regulations and customs is important to Coloplast, and we want to contribute to the local communities in which we operate, either through donations or by involving lo-cal non-governmental organisations. Responsible tax management Respecting local tax regulation is important to Colo-plast’s reputation and brand. Coloplast pays taxes where business activities generate value in accord-ance with internationally accepted standards.  Coloplast’s Tax Policy is available on our website along with our transparent reporting on global cor-porate income tax allocated on a country-by-coun-try level.  Coloplast’s country-by-country reporting includes in-formation beyond what is required by the EU di-rective by including all countries both within and also outside the EU.   Key figures %99of white-collars trained in BEST99%1) CASES SUBMITTED TO THE ETHICS HOTLINE86492023/24Cases submitted Cases within scope 1)Cases not within scope of the Ethics Hotline are redirected to People &amp; Culture for investigationEmployee health and safety At Coloplast, we are committed to fostering a safe and healthy working environment for our employees and we have identified health and safety as a mate-rial risk across our sites. Although the risk of injury is low, the long-term health outcomes for employees who get injured while at work can sometimes be se-vere.  As a responsible employer, we must do everything in our power to ensure that employees can return safely home after their workday. In 2023/24, we strengthened the organisational setup around health and safety to improve reporting and employee en-gagement. Our aim is to foster a continued strong safety culture in all teams. We have also made pro-gress towards preparing our health and safety re-porting for compliance with the Corporate Sustaina-bility Reporting Directive (CSRD). Reducing work-related injuries We continue our efforts to reduce occupational inju-ries across all Coloplast sites and employee groups. This year, we reduced the lost-time injury frequency to 2.1 ppm, which accounts for a total of 60 inci-dents in 2023/24 compared to 70 last year. The most common injuries across employee groups are injuries caused by slips, trips and falls, object han-dling and traffic accidents. The rate of lost-time injuries has gradually decreased during 2023/24 and we continue to build on this momentum to reach our 2025 ambition of 2.0 ppm.  To foster an active and positive safety mindset across our company, we recognise that our leaders must act as role models. We engage both managers and employees on the topic of health and safety by championing four key safety behaviours: •  You see it, you own it •  Think twice •  Dare to care •  Stay focused Our engagement work also focuses on raising awareness of near-miss accidents and taking care of colleagues by voicing concerns and safety observa-tions. Our production sites and larger distribution centres have defined proactive KPIs and local action plans. In recognition of UN International Day for Health &amp; Safety at Work 2024, Coloplast launched a global safety campaign focused on engaging in team conversations about how to stay safe together. In 2024/25 we will focus on further raising the aware-ness level and safety mindset amongst sales teams, where injuries often happen outside our own prem-ises.  Mental well-being Our employees’ mental well-being is key to their en-gagement, performance and retention. At Coloplast, we track mental well-being among our employees and teams through regular, global engagement sur-veys supplemented by various local initiatives. Man-agers are made aware in the event of low mental well-being in their teams and action plans are put in place at team level to identify and address needs. Improving ergonomics Wherever manual labour is required, Coloplast em-phasises an ergonomically correct workplace setup. We work to reduce repetitive work and reduce the strain from unavoidable repetitive work by rotating work stations. Offering healthy choices Coloplast performs workplace assessments globally and provides employees with tools and options to make healthier choices in their work and private lives. During 2023/24, our sites launched several new initiatives to improve employees’ health and well-being. These include awareness raising and in-formation sharing related to cancer prevention and early detection for all employees at Coloplast’s Key figures 1) LTI FREQUENCY (IN PPM)2.12.02025 ambition 2023/241) Parts per million (ppm): number of injuries resulting in ab-sence from work of one day or more per one million working hours global PDC in Hungary and a month of activities fo-cusing on mental, physical, nutritional and financial wellness targeting all employees across our sites in the US.    People and culture At the end of 2023/24, the Coloplast Group had a 1)headcount of 16,247 employees working towards the shared purpose of making life easier for people with intimate healthcare needs. Our diverse em-ployee population operates in 41 countries and rep-resents 102 nationalities. During the year, we integrated Voice and Respira-tory Care into several HR processes, and we will begin planning the integration of Kerecis next year. Talent for now and the future Our people agenda prioritises leadership develop-ment, talent management and the creation of di-verse, equitable and inclusive work environments. The search for great talent remains competitive globally. To attract increasingly diverse and qualified talent, we continue our focus on employer branding, including telling our unique, purpose-driven story to attract talent globally. Coloplast believes in developing and retaining great people. With a high internal fill rate of 82% for Vice President (VP) level and above, we keep knowledge and expertise within our organisation as people ad-vance their careers with us.  1) The figure excludes Kerecis. The total headcount for the Coloplast Group was 16,875 per 30 September 2024.  We recognise that flexible work is important not only for attracting and retaining skilled employees but also for work/life balance. Where it makes sense for the role and the business, we offer employees flexi-bility in their everyday planning while also consider-ing business needs. Engagement and retention We are dedicated to creating a working environment that fosters performance, well-being and a sense of purpose. Our annual engagement survey helps us monitor how we uphold this commitment. Last year, we had our highest-ever response rate for this sur-vey at 92%. We also maintained our above-industry engagement score. Engagement scores are shared widely internally and leaders are supported in en-gaging in meaningful conversations with their teams. The high engagement and structured team conver-sations drive healthy retention. The average length of employment is 6.4 years. During 2023/24, our global turnover was 13.9% with voluntary turnover down to 9.1% this year from 10.1% in 2022/23. This is significantly better than industry benchmarks.  Balancing performance and development At Coloplast, we are a people business: A place where people contribute to the success of the com-pany, and the company supports the success of the individual. This is why our people performance ap-proach is first and foremost an investment in our people and the way we enable our colleagues to ex-cel in and be engaged by their jobs. In 2023/24, we continued to focus on supporting leaders and employees in having regular conversa-tions about performance, development and career opportunities. To ensure continuous growth, devel-opment and performance, we continue to strengthen our efforts by providing leaders and em-ployees with simple, easy-to-apply tools for shared ownership for development. To date, we have trained more than 8,200 colleagues in this approach. Nearly 5,000 employees have completed additional training in goal setting, feedback and coaching.Consolidated sustainability performance tables Basis of preparation  General accounting policies Scope  Unless otherwise stated, the data and reporting included in the performance tables cover the entire  Coloplast organisation, i.e., production sites, distribution centres, administration, sales and representative offices. Kerecis data is not included in the non-financial reporting for 2023/24 but will be included from 2024/25 onwards. For water, waste and energy, the reporting scope covers Coloplast’s headquarters, production sites and global distribution centres. Coloplast has eleven production sites (Mørdrup, Tatabanya 1, Tatabanya 2, Nyí-rbátor, Zhuhai, Mankato, Minneapolis, Sarlat, Cartago, Hörby and Nieder-Olm), the corporate headquarters (Humlebæk) and three global distribution centres (Hamburg, Atlanta and Tatabanya). Accounting policies and changes The accounting policies have been consistently applied in the preparation of consolidated data for the years presented. In 2023/24, we reassessed and enhanced Coloplast's greenhouse gas accounting methodology and data, leveraging the improved quality of emissions data in accordance with the GHG Protocol.  The emissions baseline for Voice and Respiratory Care has been recalculated, impacting the Group as a whole. This recalculation is grounded in procured activity data adhering to Coloplast’s established protocols. We have transitioned from a revenue-based estimation approach to one centred on activity data, aligning with contemporary practices. Key changes include: • Restatement of historic emissions data with exact figures rather than rounded figures.• Baseline recalculation due to methodological changes and improved data quality.• Correction of error in reported air travel emissions from 2022/23.• Accounting methodology for raw material emissions updated and applied across previous years – sub-sequent updates have been made to corresponding contract manufactured emissions.Environmental data Waste (Part of EY’s limited assurance report 2023/24)  Accounting policies Waste is based on invoiced, weighed and/or estimated amounts from the production sites, major distribution cen-tres and corporate headquarters and is reported based on the waste generation registered. Waste splits pertain-ing to disposal methods are reported based on data registered. Waste per product is calculated based on data registered and number of Coloplast products registered in our master data.  Key accounting estimates and judgements Waste volumes can vary significantly between months as collections are typically done on an ad hoc basis when containers are full. Consequently, invoices are issued irregularly and may be delayed by several months, which requires the use of estimates. Tonnes 2023/24 2022/23 2021/22 2020/21 2019/20 Hazardous waste 587  603  522  512  608  Landfill 479  426  460  418  1,028  Incineration  2,812   2,898   3,348   5,295   7,219  Recycled   12,265    11,483   10,862   8,453   6,242  Total  16,143   15,410   15,192   14,678   15,097  Grams 2023/24 2022/23 2021/22 2020/21 2019/20 Waste generated per product 11.3  11.6  11.4  11.5  11.8  Water (Part of EY’s limited assurance report 2023/24)  Accounting policies Total water use includes invoiced and/or metered amounts from production sites, major distribution centres,  corporate headquarters, and the office of Coloplast’s Swedish sales subsidiary and is based on registered  consumption.  m3 2023/24 2022/23 2021/22 2020/21 2019/20 Total water use  281,198  261,925  259,439  266,521    248,709  Energy (Part of EY’s limited assurance report 2023/24)  Accounting policies Data on energy consumption at production sites, major distribution centres, corporate headquarters and the office of Coloplast’s Swedish sales subsidiary is obtained from meter readings, invoiced consumption from our utility pro-viders or estimates. Energy per product is calculated as total energy consumption in kWh per number of Coloplast products registered in our master data. Renewable energy as share of total is based on Coloplast’s purchased electricity certificates. For district heating, the renewable energy share is based on supplier data. The amount is disclosed as a percentage of total energy. MWh 2023/24 2022/23 2021/22 2020/21 2019/20 Natural gas   28,146   37,440    45,473    55,767    52,836  Coal or fuel distilled from crude oil   70  100    10  105   5  Electricity   138,401    130,335  117,739  111,832    109,499  District heating and cooling  4,778  - - - - Total energy use   171,395    167,875    163,222    167,704    162,340  Percent 2023/24 2022/23 2021/22 2020/21 2019/20 Renewable energy as share of total   83    78    72    67    67  kWh 2023/24 2022/23 2021/22 2020/21 2019/20 Energy use per product   0.12    0.13    0.12    0.13    0.13  GHG emissions (Part of EY’s limited assurance report 2023/24)  Accounting policies Scope 1 emissions cover direct GHG emissions from sources that are directly controlled by Coloplast. This covers all Coloplast production sites (Mørdrup, Tatabanya 1 and 2, Nyírbátor, Zhuhai, Mankato, West River Road, Sarlat, Cartago, Hörby and Nieder-Olm), the Coloplast headquarters and three major distribution centres (Germany, Hun-gary and the US). Leased company cars cover emissions from all leased company cars submitted by local subsidi-aries. Emissions are calculated using average CO2 emission factors multiplied by the average distance travelled per car. To accommodate actual driving patterns, a correction factor is used. Consumption of fossil fuel volumes and refrigerant leakages are multiplied by emission factors from the UK Department for Environment, Food and Rural Affairs (DEFRA) and the IPCC. Scope 2 emissions include the purchase of electricity and heating for production sites, offices and distribution cen-tres under the control of Coloplast. Emissions are calculated using both the market-based approach (including the purchase of Renewable Energy Certificates (RECs)) and the location-based approach. Location-based emissions from electricity and district heating consumption are based on International Energy Agency (IEA) country-specific GHG emission factors and district heating suppliers respectively. For market-based emissions, Coloplast purchases certificates covering all emissions from electricity. For marked-based emissions from district heating, the supplier specific emission factor is applied. Per-product and per-revenue emissions are measured as total emissions (scope 1 and 2) in tonnes CO2e divided by the total number of Coloplast products or revenue in million DKK, respectively. Scope 3: GHG emissions reported are aligned with the Greenhouse Gas Protocol Accounting and Reporting Standard and include categories considered material to Coloplast. Quantification is subject to inherent uncertainty because of incomplete scientific knowledge used to determine emissions factors and the values needed to com-bine emissions of different gases. As data quality for remaining scope 3 categories improves, we plan to expand the assurance of our reporting. C1 Purchased goods and services: •  Raw materials: Covers all incoming raw materials registered in Coloplast’s primary ERP production data man-agement system and spend data registered in Atos Medical’s ERP system. Material volumes are multiplied by Life Cycle Assessment (LCA) emission factors derived from Ecoinvent. The remaining raw materials based on spend are then extrapolated based on the CO2e per spend to ensure completeness of data. Does not include indirect purchased goods and services. •  Contract manufacturing: Covers GHG emissions from outsourced production, e.g. finished goods produced by external suppliers under the Coloplast brand. Emissions from outsourced production are calculated using Coloplast’s average CO2e scope 1 &amp; 2, and emissions resulting from raw materials used. C4 Transportation of goods:  •  Upstream transportation: Based on supplier-provided data covering all transportation between Coloplast sites, sterilisation sites and distributors in Emerging markets. Main suppliers included in the calculation ac-count for approximately 98% of upstream transportation spending in 2023/24. Therefore, no extrapolation based on emission factors was necessary.  C6 Business travels:  •  Based on air travel data from supplier-specific flights and Coloplast's global travel agents. Data from global travel agents accounted for 70% of total business air travel costs in 2023/24. The remaining data relating to air travel costs were extrapolated based on the average amount of CO2e per spend to ensure the complete-ness of the data. C8 Leased assets (upstream):  •  Energy consumption in sales offices, subsidiaries and local/regional warehouses where Coloplast has limited to no control: Covers all sales offices, subsidiaries and regional warehouses, which are primarily leased. Emis-sions are based on average emissions per FTEs per average square meter and are calculated using a conver-sion factor from the UN Environment Programme Global Status Report for Buildings. (Part of EY’s limited assurance report 2023/24) Base year Tonnes CO2e¹⁾ 2023/24 2022/23 2021/22 2018/19²⁾ Scope 1: Direct emissions Natural gas 5,066   7,638   9,331    10,824  VOCs and HFC gasses 857  324  331  508  Coal or fuel distilled from crude oil   19    25   3    2  Leased company cars³⁾   11,572    13,296   10,698    12,497  Total  17,514   21,282   20,363   23,830  Base year Tonnes CO2e¹⁾ 2023/24 2022/23 2021/22 2018/19²⁾ Scope 2: Indirect emissions Market-based 83 - -  173  Location-based   31,427   32,170    29,896    33,780  Total (market-based)³⁾ 83 - - 173 Total scope 1 and 2  17,597   21,282   20,363   24,003  Base year 2023/24 2022/23 2021/22 2018/19²⁾ Scope 1 and 2 emission intensity⁴⁾ Scope 1 and 2 emission intensity per product, grams CO2e   12    15    16    20  Scope 1 and 2 emission intensity per revenue, tonnes CO2e/DKK million  0.7   0.9   0.9    1.3  Base year Tonnes CO2e¹⁾⁵⁾ 2023/24 2022/23 2021/22 2018/19 Scope 3: Other relevant indirect emissions Purchased goods and services: Raw materials 143,145  137,296 127,116  110,991  Purchased goods and services: Contract manufacturing 8,900   8,436   7,692   9,117  Purchased goods and services, total   152,045    145,732    134,808    120,108  Transportation of goods: Upstream transportation  25,601   21,626   17,602    21,542  Business travel 6,841  8,270  5,640    13,743  Leased assets (upstream) 4,515  4,231  4,815  5,074  Total scope 3: Other relevant indirect emissions   189,002    179,858    162,865    160,467  ¹⁾ Figures have been restated with exact figures instead of rounded to nearest hundred. ²⁾ Base year emissions for scope 1 and 2 have been recalculated due to improved data quality. This resulted in an increase in total scope 1 and 2 emissions (market-based) of 503 tCO2e in 2018/19 (+2%) and a decrease of 490 tCO2e in 2018/19 (-1%) in scope 1 and 2 (location-based). ³⁾ RECs purchased to cover 100% of electricity used in our own operations. ⁴⁾ The recalculation of base year emissions for scope 1 and 2 has resulted in changes in our scope 1 and 2 emissions intensity. This has led to an increase in intensity per product from 19 grams CO2e to 20 grams CO2e in 2018/19 and an increase from 15 grams CO2e to 16 grams CO2e in 2021/22. This has also led to an increase in intensity per revenue from 1,2 tCO2e/DKK million to 1,3 tCO2e/DKK million in 2018/19. ⁵⁾ In 2023/24, we have revised and enhanced key greenhouse gas accounting methodologies and improved data quality in accordance with the GHG Protocol. This resulted in an increase in total scope 3 emissions of 16.567 tCO2e in 2018/19 (+12%), 17.865 tCO2e in 2021/22 (+12%) and 21.748 tCO2e in 2022/23 (14%). (Not part of EY’s limited assurance report 2023/24)  Accounting policies Scope 3: GHG emissions reported have been identified as material for Coloplast.  Purchased goods and services: Sterilisation includes emissions from external sterilisation of Coloplast products, and the calculation is based on energy consumption at selected, representative sterilisation facilities. Emissions from transportation of Coloplast products to/from sterilisation facilities are included in upstream transportation of goods.  Fuel and energy-related activities (not included in scope 1 or 2) include (1) upstream emissions from natural gas consumption, (2) upstream fuel emissions from electricity consumed, (3) trade-adjusted emissions from transmis-sion and distribution of electricity, and (4) upstream emissions of fuels used in Coloplast leased car fleet. Emission factors from Department for Environment, Food and Rural Affairs (DEFRA) are used.  Transportation of goods: Downstream transportation emissions reported by selected carriers are extrapolated to the reporting periods using carrier-specific quantities.  Waste generated in operations: Emissions from waste management are based on actual waste amounts reported to be sent to recycling, incineration or landfill, and emission factors from DEFRA. Base year Tonnes CO2e¹⁾ 2023/24 2022/23 2021/22 2018/19²⁾ Scope 3: Other relevant indirect emissions Purchased goods and services: Sterilisation  2,361   2,543   2,481   1,721  Fuel and energy-related activities  6,253   6,854   6,364    10,463  Transportation of goods: Downstream transportation  7,422   7,847   6,786   10,005  Waste generated in operations 670  734  684   854  Total Scope 3: Other relevant indirect emissions  16,706   17,977   16,314   23,043  Total scope 3   205,708    197,836    179,179    183,509  Total scope 1, 2 and 3   223,305    219,118    199,542    207,512  ¹⁾ Figures have been restated with exact figures instead of rounded to nearest hundred. ²⁾ In 2023/24, we have revised and enhanced key greenhouse gas accounting methodologies and improved data quality in accordance with the GHG Protocol. This resulted in an increase in total emissions of 443 tCO2e in 2018/19 (+2%). Employees  (Not part of EY’s limited assurance report 2023/24)  Accounting policies Employee headcount includes all active full-time and part-time contracts. European markets include: UK,  Germany, France, the Nordics, Benelux, Austria, Switzerland, Italy, Spain, Denmark and Hungary. Other developed markets include: The US, Canada, Japan and Australia. Emerging markets include countries not listed in the other categories for all remaining markets in Americas, Asia, Africa, Europe and Oceania plus production in China.  Female employees total, female managers and female senior leaders all include both active employees and  employees on leave of absence. Managers include all positions at or above Team Leader level. Senior leaders in-clude the Executive Leadership Team, Senior Vice Presidents and Vice President positions.  Employee turnover indicates the share of employees who have left Coloplast within the last year out of an aver-age employee headcount. The employee engagement score is based on a 0-10 scale, where 10 indicates the highest engagement level. Number  2023/24   2022/23   2021/22   2020/21    2019/20  Employee headcount Blue-collar  6,511    6,194    5,736    5,324    5,488  White-collar  9,736    9,169    7,951    7,501    7,080  Total  16,247  15,363  13,687  12,825  12,568  Regions European markets  9,996    9,647    8,502    8,056    8,173  Other developed markets  4,313    1,846    1,520    1,501    1,351  Emerging markets  1,938    3,870    3,665    3,268    3,044  Total  16,247  15,363  13,687  12,825  12,568  Percentage  2023/24   2022/23   2021/22  2020/21   2019/20  Gender diversity Female employees total   62   62   63   63   64  Female managers   47   47   45   46   43  Female senior leaders   28   26   21   24   24  Employee turnover Voluntary turnover   9.1   10.1   10.6   10.1  8.3  Total turnover 13.9   15.0   14.3   13.3   13.1   2023/24   2022/23   2021/22  2020/21   2019/20  Employee engagement Response rate, %   92   91   90   90   88  Engagement score, index¹⁾   8.1  8.1  8.2  8.2  7.9  Employee data does not include Kerecis employees. Kerecis employed 628 headcounts per 30 September 2024. ¹⁾ The current Peakon True Benchmark® for our industry is 7.8. Due to the introduction of a new engagement survey in 2021/22, en-gagement scores reported before 2021/22 are not comparable with later scores. (Part of EY’s limited assurance report 2023/24)  Accounting policies Work-related lost time injury (LTI) frequency is calculated as the number of injuries per one million working hours. A work-related lost time injury is defined as an incident resulting in the injured person not being able to work at the next scheduled shift/workday, and where the incident has led to a minimum of one full workday of absence. The first day of absence does not include the day on which the incident occurred. At production and distribution sites, LTI-f includes all employees with a Coloplast contact and externally hired em-ployees without a Coloplast contract and the workhours are actual reported workhours. This is also valid for our site in Minneapolis and sales offices in the US and Canada. Workhours for other offices and sales subsidiaries in-clude employees with a Coloplast contract and the workhours are calculated as number of active full-time em-ployee multiplied with 130 workhours per month. LTI frequency  2023/24  2022/23 2021/22 2020/21  2019/20 Occupational injuries and accidents  (all employees)   2.1  2.6  2.5  2.2  2.5  Anti-corruption  (Part of EY’s limited assurance report 2023/24)  Accounting policies White-collar employees trained in Code of Conduct indicates the percentage of active white-collar employees who have completed an e-learning module and a test in our Code of Conduct at the end of the accounting year. Num-bers are based on registrations in Coloplast’s learning management system. All white-collar employees employed at the date of the campaign launch (excluding long-term leave such as maternity leave, long sick leave etc. and excluding personnel not employed by Coloplast such as contractors or consultants) are included in the reporting. Cases submitted to the Ethics Hotline include all cases reported either directly via the Ethics Hotline system, audits or through line management. The scope of relevant cases for the Ethics Hotline includes violations of all topics covered by Coloplast’s Code of Conduct, Coloplast BEST. Business Ethics &amp; Compliance cases reported via the Ethics Hotline are investigated via Coloplast’s standard global compliance investigations process. Substantiated cases are defined as closed cases in which the investigation has validated the raised concern(s) and further correc-tive measures are then taken. Not all cases are substantiated. Percent 2023/24 2022/23 2021/22 2020/21  2019/20 White-collar employees trained in Code of  Conduct   99   99   100   99   98  2023/24 2022/23 2021/22 2020/21  2019/20 Cases submitted to the Ethics Hotline, no.   86   75   70   61   78  Of which within scope, no.   49   42   48   32   63  Substantiation rate for cases closed, %   57   58    -   -   -</mrv:StatementOfCorporateSocialResponsibility>
   <mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender contextRef="ctx-2" id="s8_notesesefdkgaap__7__13-1" xml:lang="en">Coloplast’s reporting in compliance with section 99b of the Danish Financial Statements Act can be found on the following pages: • Gender target for the Board of Directors: Page55• Policies, activities and performance for improvingthe gender balance at other management levels:Page 55Diversity in teams We track and drive team diversity across three ob-jective parameters: Gender, age (generation), and nationality. We strive for a healthy balance across all three areas from the individual team to company level. In 2023/24, our team diversity rose slightly to 56% from 54% in 2022/23.  Gender representation in management The proportion of female managers globally re-mained unchanged from last year at 47%, while the proportion of senior leadership globally (VP, Senior VP and Executive Leadership Team) increased to 28% in 2023/24 from 26% in 2022/23. We are com-mitted to balanced gender representation at all lev-els and have embedded diversity, equity and inclu-sion in talent management processes. This means in-troducing global standards and bias mitigation in people processes as well as succession planning to ensure a qualified and diverse pipeline. Gender pay gap Coloplast is committed to fostering a diverse, inclu-sive and equitable workplace. We are committed to equal pay for equal work and are guided by global governance to let skills and experience determine compensation. This year, we conducted an internal audit at senior levels and found no significant gender pay gap.  Gender distribution and diversity in upper management (Coloplast A/S only) Under the Danish Financial Statements Act, Colo-plast is obliged to report on the gender distribution of the upper management of its parent company, Coloplast A/S. In 2023/24, the Coloplast A/S Board of Directors had an equal gender distribution. The Board consisted of six members of which 50% are female. Upper management consisted of 32 mem-bers and achieved 31% representation of the un-derrepresented gender (female) in 2023/24. Colo-plast A/S met its 2025 target of 30% female repre-sentation in upper management in 2022/23 and now works toward 40% in 2030. The development this year is due to a larger organisational change im-pacting upper management. Despite our efforts to compose upper management in line with our target, the most quali-fied candidates selected for these roles were pre-dominantly from the overrepresented gender. As such, Coloplast A/S did not meet its 2030 target of 40% for gender diversity in upper management in 2023/24. Coloplast A/S adheres to a Diversity, Eq-uity and Inclusion Policy outlining our commitment to DE&amp;I at the upper management level of our parent company. Coloplast always take a global view to de-veloping our executive talent pipeline. Therefore, our dedicated efforts to growing the female talent pipe-line, including at the parent company level, is visible in our strategic, global progress on this area. To con-tinue to deliver on our gender distribution targets for Coloplast A/S in 2023/24, we continued to ensure clear visibility to the gender diversity of talent pools advancing towards VP, Senior VP and Executive Leadership Team. We plan development deliberately for these groups in order to deliver on our commit-ments.  Share of the  Targets for the share of the underrepresented gender underrepresented gender 2022/23 2023/24 By 2025 By 2030 Board of Directors 50% (3/6) 50% (3/6) -¹⁾ -¹⁾ Upper management 33% (11/33) 31% (10/32) 30% 40% ¹⁾ Exempt of setting additional targets The information in this table refers only to Coloplast A/S in compliance with the Danish Financial Statements Act §99b. Upper management in this table is defined as employees of Coloplast A/S in roles limited to executive leadership and their direct reports with managerial respon-sibility. Download the  Diversity, Equity &amp; Inclusion Policy www.coloplast.com/corporate-governance</mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender>
   <mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="s8_notesesefdkgaap__7__15-1" xml:lang="en">Our reporting in compliance with section 107d of the Danish Financial Statements Act can be found on the following pages: • Targets, policies, activities and performance fordiversity and inclusion: Pages 54-55People and culture At the end of 2023/24, the Coloplast Group had a 1)headcount of 16,247 employees working towards the shared purpose of making life easier for people with intimate healthcare needs. Our diverse em-ployee population operates in 41 countries and rep-resents 102 nationalities. During the year, we integrated Voice and Respira-tory Care into several HR processes, and we will begin planning the integration of Kerecis next year. Talent for now and the future Our people agenda prioritises leadership develop-ment, talent management and the creation of di-verse, equitable and inclusive work environments. The search for great talent remains competitive globally. To attract increasingly diverse and qualified talent, we continue our focus on employer branding, including telling our unique, purpose-driven story to attract talent globally. Coloplast believes in developing and retaining great people. With a high internal fill rate of 82% for Vice President (VP) level and above, we keep knowledge and expertise within our organisation as people ad-vance their careers with us.  1) The figure excludes Kerecis. The total headcount for the Coloplast Group was 16,875 per 30 September 2024.  We recognise that flexible work is important not only for attracting and retaining skilled employees but also for work/life balance. Where it makes sense for the role and the business, we offer employees flexi-bility in their everyday planning while also consider-ing business needs. Engagement and retention We are dedicated to creating a working environment that fosters performance, well-being and a sense of purpose. Our annual engagement survey helps us monitor how we uphold this commitment. Last year, we had our highest-ever response rate for this sur-vey at 92%. We also maintained our above-industry engagement score. Engagement scores are shared widely internally and leaders are supported in en-gaging in meaningful conversations with their teams. The high engagement and structured team conver-sations drive healthy retention. The average length of employment is 6.4 years. During 2023/24, our global turnover was 13.9% with voluntary turnover down to 9.1% this year from 10.1% in 2022/23. This is significantly better than industry benchmarks.  Balancing performance and development At Coloplast, we are a people business: A place where people contribute to the success of the com-pany, and the company supports the success of the individual. This is why our people performance ap-proach is first and foremost an investment in our people and the way we enable our colleagues to ex-cel in and be engaged by their jobs. In 2023/24, we continued to focus on supporting leaders and employees in having regular conversa-tions about performance, development and career opportunities. To ensure continuous growth, devel-opment and performance, we continue to strengthen our efforts by providing leaders and em-ployees with simple, easy-to-apply tools for shared ownership for development. To date, we have trained more than 8,200 colleagues in this approach. Nearly 5,000 employees have completed additional training in goal setting, feedback and coaching.  Diversity, equity, and inclusion Coloplast believes in cultivating a workplace where employees can tap into their unique skills and experi-ences to reach their potential. Our belief is that we  Key figures %9.1voluntary employee turnover in 2023/24 8.1 out of 10 employee engagement score (Peakon) SHARE OF FEMALE SENIOR LEADERS 40%28%2030 ambition 2023/24SHARE OF DIVERSE TEAMS 75%54%2025 ambition 2023/24are stronger together due to our differences. We continue to ramp up our efforts within diversity, eq-uity and inclusion (DE&amp;I) to comply with legislation while also holding ourselves accountable internally. We have increased our focus on DE&amp;I within key people processes such as global rewards, talent management, succession planning and leadership, we work hard to examine our everyday practices and culture while also empowering our local offices to act according to internal and external circum-stances across the DE&amp;I agenda. We believe positive change can and must happen at all levels of the company and are committed to listening to employ-ees’ voices. We support several local Employee Re-source Groups to bridge our colleagues’ lived experi-ences with meaningful initiatives. We also participate in external DE&amp;I-related networks, boards, cam-paigns and events to keep up with trends and con-tinually raise the bar internally. Coloplast does not tolerate discrimination or harass-ment based on gender identity, age, race, ethnicity, nationality, sexual orientation, religious belief, social or economic background, physical or mental ability, or any other social identity. We include the topics of inclusion, diversity and anti-harassment in our an-nual, mandatory ethics training Coloplast BEST. Our Inclusion &amp; Diversity, Anti-Harassment and Anti-Discrimination, and Anti-Retaliation policies outline our clear stance and are available on our website.  Diversity in teams We track and drive team diversity across three ob-jective parameters: Gender, age (generation), and nationality. We strive for a healthy balance across all three areas from the individual team to company level. In 2023/24, our team diversity rose slightly to 56% from 54% in 2022/23.  Gender representation in management The proportion of female managers globally re-mained unchanged from last year at 47%, while the proportion of senior leadership globally (VP, Senior VP and Executive Leadership Team) increased to 28% in 2023/24 from 26% in 2022/23. We are com-mitted to balanced gender representation at all lev-els and have embedded diversity, equity and inclu-sion in talent management processes. This means in-troducing global standards and bias mitigation in people processes as well as succession planning to ensure a qualified and diverse pipeline. Gender pay gap Coloplast is committed to fostering a diverse, inclu-sive and equitable workplace. We are committed to equal pay for equal work and are guided by global governance to let skills and experience determine compensation. This year, we conducted an internal audit at senior levels and found no significant gender pay gap.  Gender distribution and diversity in upper management (Coloplast A/S only) Under the Danish Financial Statements Act, Colo-plast is obliged to report on the gender distribution of the upper management of its parent company, Coloplast A/S. In 2023/24, the Coloplast A/S Board of Directors had an equal gender distribution. The Board consisted of six members of which 50% are female. Upper management consisted of 32 mem-bers and achieved 31% representation of the un-derrepresented gender (female) in 2023/24. Colo-plast A/S met its 2025 target of 30% female repre-sentation in upper management in 2022/23 and now works toward 40% in 2030. The development this year is due to a larger organisational change im-pacting upper management. Despite our efforts to compose upper management in line with our target, the most quali-fied candidates selected for these roles were pre-dominantly from the overrepresented gender. As such, Coloplast A/S did not meet its 2030 target of 40% for gender diversity in upper management in 2023/24. Coloplast A/S adheres to a Diversity, Eq-uity and Inclusion Policy outlining our commitment to DE&amp;I at the upper management level of our parent company. Coloplast always take a global view to de-veloping our executive talent pipeline. Therefore, our dedicated efforts to growing the female talent pipe-line, including at the parent company level, is visible in our strategic, global progress on this area. To con-tinue to deliver on our gender distribution targets for Coloplast A/S in 2023/24, we continued to ensure clear visibility to the gender diversity of talent pools advancing towards VP, Senior VP and Executive Leadership Team. We plan development deliberately for these groups in order to deliver on our commit-ments.  Share of the  Targets for the share of the underrepresented gender underrepresented gender 2022/23 2023/24 By 2025 By 2030 Board of Directors 50% (3/6) 50% (3/6) -¹⁾ -¹⁾ Upper management 33% (11/33) 31% (10/32) 30% 40% ¹⁾ Exempt of setting additional targets The information in this table refers only to Coloplast A/S in compliance with the Danish Financial Statements Act §99b. Upper management in this table is defined as employees of Coloplast A/S in roles limited to executive leadership and their direct reports with managerial respon-sibility. Download the  Diversity, Equity &amp; Inclusion Policy www.coloplast.com/corporate-governance</mrv:StatementOfTheDiversityPolicies>
   <mrv:StatusOfAchievementOfTargetFigureOtherManagementLevels contextRef="ctx-2" id="s8_notesesefdkgaap__7__44" xml:lang="en">Gender distribution and diversity in upper management (Coloplast A/S only) Under the Danish Financial Statements Act, Colo-plast is obliged to report on the gender distribution of the upper management of its parent company, Coloplast A/S. In 2023/24, the Coloplast A/S Board of Directors had an equal gender distribution. The Board consisted of six members of which 50% are female. Upper management consisted of 32 mem-bers and achieved 31% representation of the un-derrepresented gender (female) in 2023/24. Colo-plast A/S met its 2025 target of 30% female repre-sentation in upper management in 2022/23 and now works toward 40% in 2030. The development this year is due to a larger organisational change im-pacting upper management. Despite our efforts to compose upper management in line with our target, the most quali-fied candidates selected for these roles were pre-dominantly from the overrepresented gender. As such, Coloplast A/S did not meet its 2030 target of 40% for gender diversity in upper management in 2023/24. Coloplast A/S adheres to a Diversity, Eq-uity and Inclusion Policy outlining our commitment to DE&amp;I at the upper management level of our parent company. Coloplast always take a global view to de-veloping our executive talent pipeline. Therefore, our dedicated efforts to growing the female talent pipe-line, including at the parent company level, is visible in our strategic, global progress on this area. To con-tinue to deliver on our gender distribution targets for Coloplast A/S in 2023/24, we continued to ensure clear visibility to the gender diversity of talent pools advancing towards VP, Senior VP and Executive Leadership Team. We plan development deliberately for these groups in order to deliver on our commit-ments.</mrv:StatusOfAchievementOfTargetFigureOtherManagementLevels>
   <mrv:PrimaryActionsForFulfillmentOfTargetFigureOtherManagementLevels contextRef="ctx-2" id="s8_notesesefdkgaap__7__43" xml:lang="en">Gender distribution and diversity in upper management (Coloplast A/S only) Under the Danish Financial Statements Act, Colo-plast is obliged to report on the gender distribution of the upper management of its parent company, Coloplast A/S. In 2023/24, the Coloplast A/S Board of Directors had an equal gender distribution. The Board consisted of six members of which 50% are female. Upper management consisted of 32 mem-bers and achieved 31% representation of the un-derrepresented gender (female) in 2023/24. Colo-plast A/S met its 2025 target of 30% female repre-sentation in upper management in 2022/23 and now works toward 40% in 2030. The development this year is due to a larger organisational change im-pacting upper management. Despite our efforts to compose upper management in line with our target, the most quali-fied candidates selected for these roles were pre-dominantly from the overrepresented gender. As such, Coloplast A/S did not meet its 2030 target of 40% for gender diversity in upper management in 2023/24. Coloplast A/S adheres to a Diversity, Eq-uity and Inclusion Policy outlining our commitment to DE&amp;I at the upper management level of our parent company. Coloplast always take a global view to de-veloping our executive talent pipeline. Therefore, our dedicated efforts to growing the female talent pipe-line, including at the parent company level, is visible in our strategic, global progress on this area. To con-tinue to deliver on our gender distribution targets for Coloplast A/S in 2023/24, we continued to ensure clear visibility to the gender diversity of talent pools advancing towards VP, Senior VP and Executive Leadership Team. We plan development deliberately for these groups in order to deliver on our commit-ments.</mrv:PrimaryActionsForFulfillmentOfTargetFigureOtherManagementLevels>
   <mrv:TheMainContentOfThePolicyOfTheUnderrepresentedGenderOtherManagementLevels contextRef="ctx-2" id="s8_notesesefdkgaap__7__42" xml:lang="en">Gender distribution and diversity in upper management (Coloplast A/S only) Under the Danish Financial Statements Act, Colo-plast is obliged to report on the gender distribution of the upper management of its parent company, Coloplast A/S. In 2023/24, the Coloplast A/S Board of Directors had an equal gender distribution. The Board consisted of six members of which 50% are female. Upper management consisted of 32 mem-bers and achieved 31% representation of the un-derrepresented gender (female) in 2023/24. Colo-plast A/S met its 2025 target of 30% female repre-sentation in upper management in 2022/23 and now works toward 40% in 2030. The development this year is due to a larger organisational change im-pacting upper management. Despite our efforts to compose upper management in line with our target, the most quali-fied candidates selected for these roles were pre-dominantly from the overrepresented gender. As such, Coloplast A/S did not meet its 2030 target of 40% for gender diversity in upper management in 2023/24. Coloplast A/S adheres to a Diversity, Eq-uity and Inclusion Policy outlining our commitment to DE&amp;I at the upper management level of our parent company. Coloplast always take a global view to de-veloping our executive talent pipeline. Therefore, our dedicated efforts to growing the female talent pipe-line, including at the parent company level, is visible in our strategic, global progress on this area. To con-tinue to deliver on our gender distribution targets for Coloplast A/S in 2023/24, we continued to ensure clear visibility to the gender diversity of talent pools advancing towards VP, Senior VP and Executive Leadership Team. We plan development deliberately for these groups in order to deliver on our commit-ments.</mrv:TheMainContentOfThePolicyOfTheUnderrepresentedGenderOtherManagementLevels>
   <mrv:StatementOfThePolicyToIncreaseThePercentageOfUnderrepresentedGenderOtherManagementLevels contextRef="ctx-2" id="s8_notesesefdkgaap__7__41" xml:lang="en">Gender distribution and diversity in upper management (Coloplast A/S only) Under the Danish Financial Statements Act, Colo-plast is obliged to report on the gender distribution of the upper management of its parent company, Coloplast A/S. In 2023/24, the Coloplast A/S Board of Directors had an equal gender distribution. The Board consisted of six members of which 50% are female. Upper management consisted of 32 mem-bers and achieved 31% representation of the un-derrepresented gender (female) in 2023/24. Colo-plast A/S met its 2025 target of 30% female repre-sentation in upper management in 2022/23 and now works toward 40% in 2030. The development this year is due to a larger organisational change im-pacting upper management. Despite our efforts to compose upper management in line with our target, the most quali-fied candidates selected for these roles were pre-dominantly from the overrepresented gender. As such, Coloplast A/S did not meet its 2030 target of 40% for gender diversity in upper management in 2023/24. Coloplast A/S adheres to a Diversity, Eq-uity and Inclusion Policy outlining our commitment to DE&amp;I at the upper management level of our parent company. Coloplast always take a global view to de-veloping our executive talent pipeline. Therefore, our dedicated efforts to growing the female talent pipe-line, including at the parent company level, is visible in our strategic, global progress on this area. To con-tinue to deliver on our gender distribution targets for Coloplast A/S in 2023/24, we continued to ensure clear visibility to the gender diversity of talent pools advancing towards VP, Senior VP and Executive Leadership Team. We plan development deliberately for these groups in order to deliver on our commit-ments.</mrv:StatementOfThePolicyToIncreaseThePercentageOfUnderrepresentedGenderOtherManagementLevels>
   <mrv:InformationOnEqualDistributionOfWomenAndMenOtherManagementLevels contextRef="ctx-2" id="s8_notesesefdkgaap__7__34" xml:lang="en">Gender distribution and diversity in upper management (Coloplast A/S only) Under the Danish Financial Statements Act, Colo-plast is obliged to report on the gender distribution of the upper management of its parent company, Coloplast A/S. In 2023/24, the Coloplast A/S Board of Directors had an equal gender distribution. The Board consisted of six members of which 50% are female. Upper management consisted of 32 mem-bers and achieved 31% representation of the un-derrepresented gender (female) in 2023/24. Colo-plast A/S met its 2025 target of 30% female repre-sentation in upper management in 2022/23 and now works toward 40% in 2030. The development this year is due to a larger organisational change im-pacting upper management. Despite our efforts to compose upper management in line with our target, the most quali-fied candidates selected for these roles were pre-dominantly from the overrepresented gender. As such, Coloplast A/S did not meet its 2030 target of 40% for gender diversity in upper management in 2023/24. Coloplast A/S adheres to a Diversity, Eq-uity and Inclusion Policy outlining our commitment to DE&amp;I at the upper management level of our parent company. Coloplast always take a global view to de-veloping our executive talent pipeline. Therefore, our dedicated efforts to growing the female talent pipe-line, including at the parent company level, is visible in our strategic, global progress on this area. To con-tinue to deliver on our gender distribution targets for Coloplast A/S in 2023/24, we continued to ensure clear visibility to the gender diversity of talent pools advancing towards VP, Senior VP and Executive Leadership Team. We plan development deliberately for these groups in order to deliver on our commit-ments.</mrv:InformationOnEqualDistributionOfWomenAndMenOtherManagementLevels>
   <mrv:InformationOnEqualDistributionOfWomenAndMenBoardOfDirectors contextRef="ctx-2" id="s8_notesesefdkgaap__7__27" xml:lang="en">Gender distribution and diversity in upper management (Coloplast A/S only) Under the Danish Financial Statements Act, Colo-plast is obliged to report on the gender distribution of the upper management of its parent company, Coloplast A/S. In 2023/24, the Coloplast A/S Board of Directors had an equal gender distribution. The Board consisted of six members of which 50% are female. Upper management consisted of 32 mem-bers and achieved 31% representation of the un-derrepresented gender (female) in 2023/24. Colo-plast A/S met its 2025 target of 30% female repre-sentation in upper management in 2022/23 and now works toward 40% in 2030. The development this year is due to a larger organisational change im-pacting upper management. Despite our efforts to compose upper management in line with our target, the most quali-fied candidates selected for these roles were pre-dominantly from the overrepresented gender. As such, Coloplast A/S did not meet its 2030 target of 40% for gender diversity in upper management in 2023/24. Coloplast A/S adheres to a Diversity, Eq-uity and Inclusion Policy outlining our commitment to DE&amp;I at the upper management level of our parent company. Coloplast always take a global view to de-veloping our executive talent pipeline. Therefore, our dedicated efforts to growing the female talent pipe-line, including at the parent company level, is visible in our strategic, global progress on this area. To con-tinue to deliver on our gender distribution targets for Coloplast A/S in 2023/24, we continued to ensure clear visibility to the gender diversity of talent pools advancing towards VP, Senior VP and Executive Leadership Team. We plan development deliberately for these groups in order to deliver on our commit-ments.</mrv:InformationOnEqualDistributionOfWomenAndMenBoardOfDirectors>
   <gsd:NameOfSubmittingEnterprise contextRef="ctx-1" id="s8_notesesefdkgaap__7__252" xml:lang="en">Coloplast A/S</gsd:NameOfSubmittingEnterprise>
   <gsd:NameOfReportingEntity contextRef="ctx-1" id="s8_notesesefdkgaap__7__246" xml:lang="en">Coloplast A/S</gsd:NameOfReportingEntity>
   <mrv:TargetFigureInPercentageOfUnderrepresentedGenderOtherManagementLevels contextRef="ctx-4"
                                                                              decimals="2"
                                                                              id="s8_notesesefdkgaap__8__39"
                                                                              unitRef="pure">0.40</mrv:TargetFigureInPercentageOfUnderrepresentedGenderOtherManagementLevels>
   <mrv:TargetFigureInPercentageOfUnderrepresentedGenderOtherManagementLevels contextRef="ctx-5"
                                                                              decimals="2"
                                                                              id="s8_notesesefdkgaap__7__39"
                                                                              unitRef="pure">0.40</mrv:TargetFigureInPercentageOfUnderrepresentedGenderOtherManagementLevels>
   <mrv:YearOfFulfillmentOfTargetFigureOfUnderrepresentedGenderOtherManagementLevels contextRef="ctx-4" id="s8_notesesefdkgaap__8__40">2030</mrv:YearOfFulfillmentOfTargetFigureOfUnderrepresentedGenderOtherManagementLevels>
   <mrv:YearOfFulfillmentOfTargetFigureOfUnderrepresentedGenderOtherManagementLevels contextRef="ctx-5" id="s8_notesesefdkgaap__7__40">2030</mrv:YearOfFulfillmentOfTargetFigureOfUnderrepresentedGenderOtherManagementLevels>
   <mrv:PercentageOfUnderrepresentedGenderBoardOfDirectors contextRef="ctx-4"
                                                           decimals="2"
                                                           id="s8_notesesefdkgaap__8__28"
                                                           unitRef="pure">0.50</mrv:PercentageOfUnderrepresentedGenderBoardOfDirectors>
   <mrv:TotalNumberOfMembersOfBoardOfDirectorsExcludingEmployeeelectedMembers contextRef="ctx-4"
                                                                              decimals="0"
                                                                              id="s8_notesesefdkgaap__8__30"
                                                                              unitRef="pure">6</mrv:TotalNumberOfMembersOfBoardOfDirectorsExcludingEmployeeelectedMembers>
   <mrv:PercentageOfUnderrepresentedGenderBoardOfDirectors contextRef="ctx-5"
                                                           decimals="2"
                                                           id="s8_notesesefdkgaap__7__29"
                                                           unitRef="pure">0.50</mrv:PercentageOfUnderrepresentedGenderBoardOfDirectors>
   <mrv:TotalNumberOfMembersOfBoardOfDirectorsExcludingEmployeeelectedMembers contextRef="ctx-5"
                                                                              decimals="0"
                                                                              id="s8_notesesefdkgaap__7__31"
                                                                              unitRef="pure">6</mrv:TotalNumberOfMembersOfBoardOfDirectorsExcludingEmployeeelectedMembers>
   <mrv:PercentageOfUnderrepresentedGenderOtherManagementLevels contextRef="ctx-4"
                                                                decimals="2"
                                                                id="s8_notesesefdkgaap__8__35"
                                                                unitRef="pure">0.33</mrv:PercentageOfUnderrepresentedGenderOtherManagementLevels>
   <mrv:TotalNumberOfOtherManagementLevels contextRef="ctx-4"
                                           decimals="0"
                                           id="s8_notesesefdkgaap__8__36"
                                           unitRef="pure">33</mrv:TotalNumberOfOtherManagementLevels>
   <mrv:PercentageOfUnderrepresentedGenderOtherManagementLevels contextRef="ctx-5"
                                                                decimals="2"
                                                                id="s8_notesesefdkgaap__7__37"
                                                                unitRef="pure">0.31</mrv:PercentageOfUnderrepresentedGenderOtherManagementLevels>
   <mrv:TotalNumberOfOtherManagementLevels contextRef="ctx-5"
                                           decimals="0"
                                           id="s8_notesesefdkgaap__7__38"
                                           unitRef="pure">32</mrv:TotalNumberOfOtherManagementLevels>
   <mrv:LinkToCorporateGovernanceReport contextRef="ctx-1" id="s8_notesesefdkgaap__7__5">www.coloplast.com/corporate-governance</mrv:LinkToCorporateGovernanceReport>
   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="s8_notesesefdkgaap__7__21" xml:lang="en">Data ethics policy The Board of Directors has adopted a Data Ethics Policy in accordance Section 99(d) of the Danish  Financial Statements Act which applies to all  Coloplast group companies. In working with data, Coloplast ensures that appropriate measures are in place to safeguard ethical data processing, and Coloplast has implemented extensive security measures to ensure secure data storage. Coloplast adheres to a high standard of data ethics and solely uses and processes data for legitimate purposes that serves shared benefit for all interested parties. Data processing in Coloplast must never lead to any form of discrimination or biased decisions, de-cision-making or results. Regardless of how Coloplast collects data, Coloplast always respects applicable data privacy laws. When sharing data, Coloplast im-poses high standards on the recipients to ensure ap-propriate data security.  Coloplast never sells data. To further strengthen adherence with global privacy laws, Coloplast has implemented corporate binding rules.</mrv:StatementOfPolicyForDataEthics>
   <fsa:AverageNumberOfEmployees contextRef="ctx-1"
                                 decimals="0"
                                 id="s8_notesesefdkgaap__7__46"
                                 unitRef="pure">16202</fsa:AverageNumberOfEmployees>
   <fsa:AverageNumberOfEmployees contextRef="ctx-50"
                                 decimals="0"
                                 id="s8_notesesefdkgaap__8__46"
                                 unitRef="pure">15069</fsa:AverageNumberOfEmployees>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="s8_notesesefdkgaap__7__200" xml:lang="en">Statements by the Board and the Executive Management  The Board of Directors and the Executive Manage-ment have today considered and approved the An-nual Report of Coloplast A/S for the financial year 1 October 2023 – 30 September 2024. The consolidated financial statements have been prepared in accordance with the IFRS as adopted by the EU and further requirements set out in the Dan-ish Financial Statements Act. The parent company financial statements have been prepared in accordance with the Danish Financial Statements Act. In our opinion, the consolidated fi-nancial statements and the parent company finan-cial statements give a true and fair view of the Group’s and the parent company’s assets, liabilities and financial position at 30 September 2024 and of the results of the Group’s and the parent company’s operations and the cash flows for the Group for the financial year 1 October 2023 – 30 September 2024. In our opinion, the Management’s report includes a fair account of the development and performance of the Group and the parent company, the results for the year and of the financial position of the Group and the parent company, together with a description of the principal risks and uncertainties that the Group and the parent company face. In our opinion, the Annual Report for the financial year 1 October 2023 to 30 September 2024 with the file name Coloplast-2024-09-30-en.zip is pre-pared, in all material respects, in compliance with the ESEF Regulation.  In our opinion, the Consolidated Sustainability Per-formance Tables represent a reasonable, fair and balanced representation of the Group's environmen-tal, social and governance (ESG) performance and are prepared in accordance with the stated account-ing policies. We recommend the Annual Report for adoption at the Annual General Meeting.</sob:StatementByExecutiveAndSupervisoryBoards>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="s8_notesesefdkgaap__7__201" xml:lang="en">Humlebæk,</sob:PlaceOfSignatureOfStatement>
   <sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="s8_notesesefdkgaap__7__202">2024-11-05</sob:DateOfApprovalOfAnnualReport>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-37" id="s8_notesesefdkgaap__7__203" xml:lang="en">Kristian Villumsen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-38" id="s8_notesesefdkgaap__7__205" xml:lang="en">Anders Lonning-Skovgaard</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-37" id="s8_notesesefdkgaap__7__204" xml:lang="en">President, CEO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-38" id="s8_notesesefdkgaap__7__206" xml:lang="en">Executive Vice President, CFO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-39" id="s8_notesesefdkgaap__7__207" xml:lang="en">Lars Rasmussen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-40" id="s8_notesesefdkgaap__7__209" xml:lang="en">Niels Peter Louis-Hansen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-41" id="s8_notesesefdkgaap__7__211" xml:lang="en">Carsten Hellmann</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-39" id="s8_notesesefdkgaap__7__208" xml:lang="en">Chairman</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-40" id="s8_notesesefdkgaap__7__210" xml:lang="en">Deputy Chairman</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-42" id="s8_notesesefdkgaap__7__212" xml:lang="en">Annette Brüls</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-43" id="s8_notesesefdkgaap__7__213" xml:lang="en">Jette Nygaard-Andersen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-44" id="s8_notesesefdkgaap__7__214" xml:lang="en">Marianne Wiinholt</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-45" id="s8_notesesefdkgaap__7__215" xml:lang="en">Thomas Barfod</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-46" id="s8_notesesefdkgaap__7__217" xml:lang="en">Roland V. Pedersen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-47" id="s8_notesesefdkgaap__7__219" xml:lang="en">Nikolaj Kyhe Gundersen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:DescriptionOfMemberOfSupervisoryBoard contextRef="ctx-45" id="s8_notesesefdkgaap__7__216" xml:lang="en">Elected by the employees</cmn:DescriptionOfMemberOfSupervisoryBoard>
   <cmn:DescriptionOfMemberOfSupervisoryBoard contextRef="ctx-46" id="s8_notesesefdkgaap__7__218" xml:lang="en">Elected by the employees</cmn:DescriptionOfMemberOfSupervisoryBoard>
   <cmn:DescriptionOfMemberOfSupervisoryBoard contextRef="ctx-47" id="s8_notesesefdkgaap__7__220" xml:lang="en">Elected by the employees</cmn:DescriptionOfMemberOfSupervisoryBoard>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="s8_notesesefdkgaap__7__222" xml:lang="en">To the shareholders of Coloplast A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="s8_notesesefdkgaap__7__223" xml:lang="en">Our opinion We have audited the Consolidated financial state-ments and the Parent Company financial statements of Coloplast A/S for the financial year 1 October 2023 – 30 September 2024, which comprise state-ment of comprehensive income, statement of cash flows, balance sheet, statement of changes in equity and notes, including material accounting policy infor-mation for the Group and income statement, bal-ance sheet, statement of changes in equity and notes, including key accounting policy information for the Parent Company. The Consolidated financial statements are prepared in accordance with IFRS Accounting Standards as adopted by the EU and ad-ditional requirements of the Danish Financial State-ments Act, and the parent company financial state-ments are prepared in accordance with the Danish Financial Statements Act. In our opinion, the Consolidated financial statements give a true and fair view of the financial position of the Group at 30 September 2024 and of the results of the Group's operations and cash flows for the fi-nancial year 1 October 2023 – 30 September 2024 in accordance with IFRS Accounting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act. Further, in our opinion the Parent Company financial statements give a true and fair view of the financial position of the Parent Company at 30 September 2024 and of the results of the Parent Company's op-erations for the financial year 1 October 2023 – 30 September 2024 in accordance with the Danish Fi-nancial Statements Act. Our opinion is consistent with our long-form audit re-port to the Audit Committee and the Board of Direc-tors.</arr:OpinionOnAuditedFinancialStatements>
   <arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="s8_notesesefdkgaap__7__224" xml:lang="en">Basis for opinion We conducted our audit in accordance with Interna-tional Standards on Auditing (ISAs) and additional re-quirements applicable in Denmark. Our responsibili-ties under those standards and requirements are fur-ther described in the "Auditor's responsibilities for the audit of the Consolidated financial statements and the Parent Company financial statements" (hereinafter collectively referred to as "the financial statements") section of our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Independence We are independent of the Group in accordance with the International Ethics Standards Board for Ac-countants' International Code of Ethics for Profes-sional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark, and we have fulfilled our other ethical responsibilities in ac-cordance with these requirements and the IESBA Code.  To the best of our knowledge, we have not provided any prohibited non-audit services as described in ar-ticle 5(1) of Regulation (EU) no. 537/2014. Appointment of auditor We were initially appointed as auditor of Coloplast A/S at the general meeting held on 7 December 2023 for the financial year 2023/24.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="s8_notesesefdkgaap__7__225" xml:lang="en">Key audit matters Key audit matters are those matters that, in our pro-fessional judgement, were of most significance in our audit of the financial statements for the financial year 1 October 2023 – 30 September 2024. These matters were addressed during our audit of the fi-nancial statements as a whole and in forming our opinion thereon. We do not provide a separate opin-ion on these matters. For each matter below, our description of how our audit addressed the matter is provided in that context. We have fulfilled our responsibilities described in the "Auditor's responsibilities for the audit of the financial statements" section, including in relation to the key audit matters below. Accordingly, our audit included the design and performance of procedures to re-spond to our assessment of the risks of material mis-statement of the financial statements. The results of our audit procedures, including the procedures per-formed to address the matters below, provide the basis for our audit opinion on the financial state-ments. Revenue recognition Recognition of the Group’s revenue is complex due the nature of sales agreements entered into with due considerations of territorial healthcare systems, legislation, increased competition, growth strategies and requirements relating to various tenders. A sig-nificant part of Coloplast’s sales is carried out through distributors who operate under diverse cir-cumstances impacting the format of sales agree-ments. Furthermore, agreements with distributors include rebates and discounts which fall under certain com-mercial and government-mandated contacts and re-imbursement agreements. These arrangements re-sult in deductions from gross sales in arriving at net sales and give rise to obligations for the Group to provide rebates, discounts and allowances which, for amounts unsettled at year end, are recognised as a provision. We have focused on these sales arrangements be-cause they are complex and require significant esti-mation by Management in establishing an appropri-ate provision for the unsettled amounts. This in-cludes estimation of sales volumes subject to the re-bates, including estimation of applicable rebate rates. We refer to notes 3 and 4 in the Consolidated financial statements. How we addressed the matter in our audit •  We have discussed revenue recognition principles with Management, including sales agreements and the related deductions from gross sales in arriving at net sales (gross-to-net adjustments). •  We have performed risk assessment procedures and obtained an understanding of the IT sys-tems, business processes and relevant controls for revenue recognition, including sales agree-ment and gross-to-net provisions. •  We have assessed the design and on a sample basis tested the operating effectiveness of se-lected controls impacting revenue recognition. •  We have evaluated the appropriateness of meth-ods for revenue recognition. •  We have on a sample basis performed substan-tive testing of revenue recognition accruals and tested assumptions applied for accruals for vol-ume and product-dependent discounts including test of data applied for the monitoring of sales at product level to the individual distributors. •  We have on a sample basis performed analysis of historical gross-to-net provisions and data for ac-tual rebates and subsequent payments to evalu-ate accuracy of the estimate and indications of any potential management bias. •  We have performed sensitivity analysis and as-sessed Management’s disclosures. Acquisition accounting Coloplast acquired on 31 August 2023, Kerecis, an innovative, fast-growing company in the biologics wound care segment, for up to DKK 8.9 billion, of which DKK 8.2 billion is an upfront cash payment and an earnout potential of maximum DKK 680 mil-lion. The fair value of acquired assets, including goodwill, patents, trademarks, licenses and know-how, receiv-ables and inventories, is associated with estimates. During financial year 1 October 2023 – 30 Septem-ber 2024, the company completed the purchase price allocation and revisited contingent considera-tions related to the earn-out. We focused on this area because the final purchase price allocation requires significant estimation by Management in determining the fair value of identi-fied assets and liabilities, which are sensitive to signif-icant changes in those applied assumptions. We refer to notes 3 and 32 in the Consolidated finan-cial statements. How we addressed the matter in our audit •  We have discussed purchase price allocation principles with Management, including key meth-ods and assumptions applied. •  We have inspected reports from Management’s external expert on the final purchase price allo-cation, including evidence of closing accounts agreed between Coloplast and the selling party. •  We have performed risk assessment procedures and obtained an understanding of Management’s process and methodology for determining fair values applied in the final purchase price alloca-tion and tested significant assumptions, including the expected useful life of customer relationships, revenue growth, profitability, royalty rate and discount rate applied. •  We have involved our in-house valuation experts while evaluating the appropriateness of the valu-ation techniques used in the final purchase price allocation as well as in evaluating the applied fi-nancial assumptions. •  We have performed detailed testing of adjust-ments to the assets and liabilities recognised in the final purchase price allocation, including tested judgements and assumptions made by Management in relation to the fair value of the contingent consideration related to earn-out. Impairment testing of non-current assets The Group has recognized significant intangible as-sets, including goodwill and acquired patents, trade-marks and knowhow, etc. in connection with the his-torical acquisitions of Kerecis, Atos Medical Group and Nine Continents Medical. The carrying amount of these intangible assets was DKK 29,736 million as at 30 September 2024. The carrying values could be materially affected by significant changes in estimates and assumptions un-derlying the calculation of the recoverable values of each of the underlying operating segments; Chronic Care, Interventional Urology, Voice and Respiratory Care and Biologics. We focused on this area, as the amounts involved are material and there is a high level of subjectivity exercised by Management in estimating future cash flows, discount rate, revenue growth in terminal pe-riod and tax rate. We refer to note 11 in the Consolidated Financial Statements. How we addressed the matter in our audit •  As part of our risk assessment procedures we have discussed the potential indications of im-pairment with Management, including an update on the performance of the different operating segments. •  As part of our risk assessment procedures, we have obtained an understanding of the business processes and relevant controls related to the assessment of the recoverable amount, including key assumptions applied such as assumptions for long-term strategy, discount rate, revenue growth in terminal period and tax rate. •  We have involved our in-house valuation experts while evaluating the appropriateness of the mod-els used in the impairment tests as well as in evaluating the applied financial assumptions. •  We have substantively tested Management’s im-pairment models and performed reconciliation of the cash flow projections applied when determin-ing the recoverable amounts to Management approved budget and management approved fi-nancial assumptions. Furthermore, we have tested other key assumptions applied by man-agement, including discount rate, taxes rates, growth rate in terminal period etc. Our proce-dures have also included test of mathematical accuracy of the models applied, including inter-nal consistency and application of assumptions.  •   We have performed sensitivity analysis and as-sessed Management’s disclosures.</arr:KeyAuditMattersAudit>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="s8_notesesefdkgaap__7__226" xml:lang="en">Statement on the Management's review Management is responsible for the Management's review. Our opinion on the financial statements does not cover the Management's review, and we do not ex-press any assurance conclusion thereon. In connection with our audit of the financial state-ments, our responsibility is to read the Manage-ment's review and, in doing so, consider whether the Management's review is materially inconsistent with the financial statements, or our knowledge obtained during the audit, or otherwise appears to be materi-ally misstated.  Moreover, it is our responsibility to consider whether the Management's review provides the information required by relevant law and regulations.  Based on our procedures, we conclude that the Management's review is in accordance with the fi-nancial statements and has been prepared in ac-cordance with the requirements of relevant law and regulations. We did not identify any material mis-statement of the Management's review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
   <arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="s8_notesesefdkgaap__7__227" xml:lang="en">Management's responsibilities for the financial statements Management is responsible for the preparation of consolidated financial statements that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU and additional re-quirements of the Danish Financial Statements Act and for the preparation of Parent Company financial statements that give a true and fair view in accord-ance with the Danish Financial Statements Act.  Moreover, Management is responsible for such inter-nal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, Management is responsible for assessing the Group's and the Par-ent Company's ability to continue as a going con-cern, disclosing, as applicable, matters related to go-ing concern and using the going concern basis of ac-counting in preparing the financial statements unless Management either intends to liquidate the Group or the Parent Company or to cease operations, or has no realistic alternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
   <arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="s8_notesesefdkgaap__7__228" xml:lang="en">Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance as to whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an au-dit conducted in accordance with ISAs and additional requirements applicable in Denmark will always de-tect a material misstatement when it exists. Misstate-ments can arise from fraud or error and are consid-ered material if, individually or in the aggregate, they could reasonably be expected to influence the eco-nomic decisions of users taken on the basis of the fi-nancial statements. As part of an audit conducted in accordance with ISAs and additional requirements applicable in Den-mark, we exercise professional judgement and main-tain professional scepticism throughout the audit. We also: •  Identify and assess the risks of material misstate-ment of the financial statements, whether due to fraud or error, design and perform audit proce-dures responsive to those risks and obtain audit evidence that is sufficient and appropriate to pro-vide a basis for our opinion. The risk of not de-tecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, inten-tional omissions, misrepresentations or the over-ride of internal control. •  Obtain an understanding of internal control rele-vant to the audit in order to design audit proce-dures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group's and the Par-ent Company's internal control. •  Evaluate the appropriateness of accounting poli-cies used and the reasonableness of accounting estimates and related disclosures made by Man-agement. •  Conclude on the appropriateness of Manage-ment's use of the going concern basis of ac-counting in preparing the financial statements and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group's and the Parent Company's ability to continue as a going concern. If we con-clude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the financial state-ments or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Group and the Parent Company to cease to continue as a going con-cern. •  Evaluate the overall presentation, structure and contents of the financial statements, including the note disclosures, and whether the financial statements represent the underlying transactions and events in a manner that gives a true and fair view. •  Obtain sufficient appropriate audit evidence re-garding the financial information of the entities or business activities within the Group to express an opinion on the Consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opin-ion. We communicate with those charged with govern-ance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in inter-nal control that we identify during our audit. We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, actions taken to eliminate threats or safeguards applied. From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the Consoli-dated financial statements and the Parent Company financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor's report unless law or regula-tion precludes public disclosure about the matter.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
   <arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="s8_notesesefdkgaap__7__229" xml:lang="en">Report on compliance with the ESEF Regulation  As part of our audit of the Consolidated Financial Statements and Parent Company Financial State-ments of Coloplast A/S, we performed procedures to express an opinion on whether the annual report of Coloplast A/S for the financial year 1 October 2023 – 30 September 2024 with the file name  Coloplast-2024-09-30-en.zip is prepared, in all ma-terial respects, in compliance with the Commission Delegated Regulation (EU) 2019/815 on the Euro-pean Single Electronic Format (ESEF Regulation) which includes requirements related to the prepara-tion of the annual report in XHTML format and iXBRL tagging of the Consolidated Financial State-ments including notes.  Management is responsible for preparing an annual report that complies with the ESEF Regulation. This responsibility includes:  •  The preparing of the annual report in XHTML format;  •  The selection and application of appropriate iXBRL tags, including extensions to the ESEF tax-onomy and the anchoring thereof to elements in the taxonomy, for all financial information re-quired to be tagged using judgement where nec-essary;  •  Ensuring consistency between iXBRL tagged data and the Consolidated Financial Statements presented in human readable format; and  •  For such internal control as Management deter-mines necessary to enable the preparation of an annual report that is compliant with the ESEF Regulation.  Our responsibility is to obtain reasonable assurance on whether the annual report is prepared, in all ma-terial respects, in compliance with the ESEF Regula-tion based on the evidence we have obtained, and to issue a report that includes our opinion. The nature, timing and extent of procedures selected depend on the auditor’s judgement, including the assessment of the risks of material departures from the require-ments set out in the ESEF Regulation, whether due to fraud or error. The procedures include: •  Testing whether the annual report is prepared in XHTML format;  •  Obtaining an understanding of the company’s iXBRL tagging process and of internal control over the tagging process;  •  Evaluating the completeness of the iXBRL tag-ging of the Consolidated Financial Statements in-cluding notes;  •  Evaluating the appropriateness of the company’s use of iXBRL elements selected from the ESEF taxonomy and the creation of extension ele-ments where no suitable element in the ESEF taxonomy has been identified;  •  Evaluating the use of anchoring of extension ele-ments to elements in the ESEF taxonomy; and  •  Reconciling the iXBRL tagged data with the au-dited Consolidated Financial Statements. In our opinion, the annual report of Coloplast A/S for the financial year 1 October 2023 – 30 September 2024 with the file name  Coloplast-2024-09-30-en.zip is prepared, in all ma-terial respects, in compliance with the ESEF Regula-tion.</arr:AuditorsReportOnXbrlTagging>
   <arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="s8_notesesefdkgaap__7__230" xml:lang="en">Copenhagen,</arr:SignatureOfAuditorsPlace>
   <arr:SignatureOfAuditorsDate contextRef="ctx-1" id="s8_notesesefdkgaap__7__231">2024-11-05</arr:SignatureOfAuditorsDate>
   <cmn:NameOfAuditFirm contextRef="ctx-49" id="s8_notesesefdkgaap__7__233" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:NameOfAuditFirm contextRef="ctx-48" id="s8_notesesefdkgaap__7__232" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-48" id="s8_notesesefdkgaap__7__234">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-49" id="s8_notesesefdkgaap__7__235">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-48" id="s8_notesesefdkgaap__7__236" xml:lang="en">Henrik Kronborg Iversen</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-48" id="s8_notesesefdkgaap__7__237" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-48" id="s8_notesesefdkgaap__7__238">mne24687</cmn:IdentificationNumberOfAuditor>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-49" id="s8_notesesefdkgaap__7__239" xml:lang="en">Christian Schwenn Johansen</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-49" id="s8_notesesefdkgaap__7__240" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-49" id="s8_notesesefdkgaap__7__241">mne33234</cmn:IdentificationNumberOfAuditor>
   <gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="ctx-1" id="s8_notesesefdkgaap__7__253" xml:lang="en">Holtedam 1</gsd:AddressOfSubmittingEnterpriseStreetAndNumber>
   <gsd:AddressOfReportingEntityStreetName contextRef="ctx-1" id="s8_notesesefdkgaap__7__247" xml:lang="en">Holtedam</gsd:AddressOfReportingEntityStreetName>
   <gsd:AddressOfReportingEntityStreetBuildingIdentifier contextRef="ctx-1" id="s8_notesesefdkgaap__7__248" xml:lang="en">1</gsd:AddressOfReportingEntityStreetBuildingIdentifier>
   <gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx-1" id="s8_notesesefdkgaap__7__254" xml:lang="en">3050 Humlebaek</gsd:AddressOfSubmittingEnterprisePostcodeAndTown>
   <gsd:AddressOfReportingEntityPostCodeIdentifier contextRef="ctx-1" id="s8_notesesefdkgaap__7__249" xml:lang="en">3050</gsd:AddressOfReportingEntityPostCodeIdentifier>
   <gsd:AddressOfReportingEntityDistrictName contextRef="ctx-1" id="s8_notesesefdkgaap__7__250" xml:lang="en">Humlebaek</gsd:AddressOfReportingEntityDistrictName>
   <gsd:IdentificationNumberCvrOfReportingEntity contextRef="ctx-1" id="s8_notesesefdkgaap__7__251">69749917</gsd:IdentificationNumberCvrOfReportingEntity>
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   <gsd:InformationOnTypeOfSubmittedReport contextRef="ctx-1">Annual report</gsd:InformationOnTypeOfSubmittedReport>
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   <gsd:ToolForPreparingTheXBRLInstanceDocument contextRef="ctx-1" xml:lang="en">ParsePort XBRL Converter</gsd:ToolForPreparingTheXBRLInstanceDocument>
   <gsd:ReportingPeriodStartDate contextRef="ctx-1">2023-10-01</gsd:ReportingPeriodStartDate>
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   <gsd:PrecedingReportingPeriodStartDate contextRef="ctx-1">2022-10-01</gsd:PrecedingReportingPeriodStartDate>
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   <gsd:LegalEntityIdentifierOfReportingEntity contextRef="ctx-1">529900NN7SOJ5QG82X67</gsd:LegalEntityIdentifierOfReportingEntity>
   <fsa:ClassOfReportingEntity contextRef="ctx-1">Reporting class D</fsa:ClassOfReportingEntity>
   <arr:TypeOfModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1">Opinion</arr:TypeOfModifiedOpinionOnAuditedFinancialStatements>
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</xbrli:xbrl>